Journal of
Systemics, Cybernetics and Informatics
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ISSN: 1690-4524 (Online)


Peer Reviewed Journal via three different mandatory reviewing processes, since 2006, and, from September 2020, a fourth mandatory peer-editing has been added.

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Published by
The International Institute of Informatics and Cybernetics


Re-Published in
Academia.edu
(A Community of about 40.000.000 Academics)


Honorary Editorial Advisory Board's Chair
William Lesso (1931-2015)

Editor-in-Chief
Nagib C. Callaos


Sponsored by
The International Institute of
Informatics and Systemics

www.iiis.org
 

Editorial Advisory Board

Quality Assurance

Editors

Journal's Reviewers
Call for Special Articles
 

Description and Aims

Submission of Articles

Areas and Subareas

Information to Contributors

Editorial Peer Review Methodology

Integrating Reviewing Processes


Utilization of Artificial Intelligence by Students in Interdisciplinary Field of Biomedical Engineering
Shigehiro Hashimoto
(pages: 1-5)

Transdisciplinary Applications of Data Visualization and Data Mining Techniques as Represented for Human Diseases
Richard S. Segall
(pages: 6-15)

Beyond Status Quo: Why is Transdisciplinary Communication Instrumental in Innovation?
James Lipuma, Cristo Leon
(pages: 16-20)

How We Can Locate Validatable Foundations of Life Themes
Jeremy Horne
(pages: 21-32)

Bringing Discipline into Transdisciplinary Communications -The ISO 56000 Family of Innovation Standards-
Rick Fernandez, William Swart
(pages: 33-39)

To AI Is Human: How AI Tools with Their Imperfections Enhance Learning
Martin Cwiakala
(pages: 40-46)

Knowledge, Learning and Transdisciplinary Communication in the Evolution of the Contemporary World
Rita Micarelli, Giorgio Pizziolo
(pages: 47-52)

Human Complexity vs. Machine Linearity: Tug-of-War Between Two Realities Coexisting in Precarious Balance
Paolo Barile, Clara Bassano, Paolo Piciocchi
(pages: 53-62)

A Cybernetic Metric Approach to Course Preparation
Russell Jay Hendel
(pages: 63-70)

The Impact of Artificial Intelligence on Education
John Jenq
(pages: 71-76)

Bridging the Gap: Harnessing the Power of Machine Learning and Big Data for Media Research
Li-jing Arthur Chang
(pages: 77-84)

Image Processing, Computer Vision, Data Visualization, and Data Mining for Transdisciplinary Visual Communication: What Are the Differences and Which Should or Could You Use?
Richard S. Segall
(pages: 85-92)

Identification – The Essence of Education
Jeremy Horne
(pages: 93-99)

The Greek-Roman Theatre in the Mediterranean Area
Maria Rosaria D’acierno Canonici Cammino
(pages: 100-108)

Examination of AI and Conventional Teaching Approaches in Cultivating Critical Thinking Skills in High School Students
Luis Castillo
(pages: 109-112)

Thoughts, Labyrinths, and Torii
Maurício Vieira Kritz
(pages: 113-119)

Can Two Human Intelligences (HIs or Noes) and Two Artificial Intelligences (AIs) Get Involved in Interlinguistic Communication? – A Transdisciplinary Quest
Ekaterini Nikolarea
(pages: 120-128)


 

Abstracts

 


ABSTRACT


A Method for Knowledge Management and Communication Within and Across Multidisciplinary Teams

Don Flynn, Erin Brown, Rebekah Krieg


The use of knowledge management (KM) and communication tools in an applied scientific arena where research is performed and knowledge must be managed within and across multidisciplinary teams and organizations is a challenge. Teams of scientists and engineers from up to 17 different technical specialties required knowledge management tools for developing multiple environmental impact statements under challenging circumstances. Factors that contributed to the success of the KM tools included 1) pairing of project staff with Knowledge Systems staff to determine system requirements, 2) the use of the tools by the team as they were being developed thus allowing many opportunities for feedback and interaction, 3) developing the tools to approximate the overall project structure and work flow already in place, 4) providing immediate assistance to the project team as they learned to use the new KM tools, and 5) replacing earlier practices with the new KM approach by “burning the bridges” to past practices after the team had learned to use the new KM tools.

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