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Institutions typically treat research integrity violations as black and white, right or wrong. The result is that the wide range of grayscale nuances that separate accident, carelessness, and bad practice from deliberate fraud and malpractice often get lost. This lecture looks at how to quantify the grayscale range in three kinds of research integrity violations: plagiarism, data falsification, and image manipulation. Quantification works best with plagiarism, because the essential one-to-one matching algorithms are well known and established tools for detecting when matches exist. Questions remain, however, of how many matching words of what kind in what location in which discipline constitute reasonable suspicion of fraudulent intent. Different disciplines take different perspectives on quantity and location. Quantification is harder with data falsification, because the original data are often not available, and because experimental replication remains surprisingly difficult. The same is true with image manipulation, where tools exist for detecting certain kinds of manipulations, but where the tools are also easily defeated. This lecture looks at how to prevent violations of research integrity from a pragmatic viewpoint, and at what steps can institutions and publishers take to discourage problems beyond the usual ethical admonitions. There are no simple answers, but two measures can help: the systematic use of detection tools and requiring original data and images. These alone do not suffice, but they represent a start. The scholarly community needs a better awareness of the complexity of research integrity decisions. Only an open and wide-spread international discussion can bring about a consensus on where the boundary lines are and when grayscale problems shade into black. One goal of this work is to move that discussion forward.

Arguing that there never was a time when politicians did not prevaricate and when some communities did not doubt conclusions that others considered to be facts, The Measurement of Information Integrity puts the post-truth era in context and offers measures for integrity in the modern world. Incorporating international examples from a range of disciplines, this book provides the reader with tools that will help them to evaluate public statements - especially ones involving the sciences and scholarship. It also provides intellectual tools to those who must assess potential violations of public or academic integrity. Many of these tools involve measurement mechanisms, ways of putting cases into context, and a recognition that few cases are simple black-and-white violations. Demonstrating that a binary approach to judging research integrity fails to recognize the complexity of the environment, Seadle highlights that even flawed discoveries may still contain value. Finally, the book reminds its reader that research integrity takes different forms in different disciplines and that each one needs separate consideration, even if the general principles remain the same for all. The Measurement of Information Integrity will help those who want to do research well, as well as those who must ascertain whether results have failed to meet the standards of the community. It will be of particular interest to researchers and students engaged in the study of library and information science.

Ordinary computer professionals with no previous experience can build powerful expert systems using inexpensive tools and their own common sense with this important new work. Nine chapters are devoted to fully functional sample expert systems.

Figure out what’s wrong, enlist your people in the cause of fixing it, persuade them to take ownership, and never declare victory. That's the advice of D. Michael Abrashoff, author of The New York Times and The Wall Street Journal bestseller It’s Your Ship, on how to turn around any organization. The Atlanta Falcons hit rock bottom the day a tornado ripped off half of its stadium’s roof. By then, their charismatic quarterback, Michael Vick, was in prison for leading a dog-fighting ring. Their coach, Bobby Petrino, had defected in mid-season to college football. They’d won only four games in 2007, losing 12. They weren’t just defeated; they were demoralized, beaten, losers. It was up to their owner, Arthur Blank, cofounder of Home Depot, to turn this sorry situation around. And in one of the deftest performances I’ve ever heard of, he did. By the end of 2008, the Falcons had gone to the playoffs with an 11-5 record. Their new coach, Mike Smith, was NFL Coach of the Year. Their quarterback, Matt Ryan, was NFL AP Offensive Rookie of the Year. “This is the season of miracles,” Blank said. But the miracles all traced to the careful moves he’d made....

Give people power to do their job and clear the decks of anything that keeps them from doing it, and leave your ego on shore. That’s the advice of D. Michael Abrashoff, author of The New York Times and The Wall Street Journal bestseller It’s Your Ship. Our ship, USS Benfold, was serving in the Persian Gulf in the 1997 Iraq crisis, and the entire U.S. fleet there was snagged in a giant communications snafu. At any moment, some 7,000 messages could go astray or just stop moving. Ironically, Benfold and many other ships were equipped with a new satellite system for launching Tomahawk missiles. But most radio operators hadn’t been trained to use it for anything besides launching missiles. Not so John Rafalko, who pored over its manuals and told me it could solve all our communications problems. I reported this to the admiral’s chief of staff for communications, who rejected the idea. With the fleet verging on chaos, I went over his head and told the admiral--who erupted, chewed out his subordinate, and ordered him to adopt Rafalko’s plan immediately. We flew John all over the Gulf to train other operators, and suddenly the whole fleet was communicating seamlessly. This radioman saved the Navy’s bacon: My only role was to listen and back him up.

Leading without listening is like walking in the dark. You need to know what your crew, customers, and suppliers think, so listen hard--and pounce on every good idea you hear. That said, it’s not as easy as you think. A leader who hasn’t learned to listen is working under a huge handicap. It may be possible to lead without listening, Douglas MacArthur-style, but that approach is twice as hard, half as fast, and prone to disaster. Even as I rose through the ranks of the Navy, I found that listening didn’t always come naturally to me. Often, I merely pretended to hear people. How many times had I barely glanced up from my work when a sailor or officer came up to the bridge or into my cabin? I wasn’t paying attention; I was marking time until I could give orders. When I took command of Benfold, I was determined to do things differently--and I had to move fast. In two months, we would deploy to the Middle East, and we weren’t ready....

“Whenever the king consulted them in any matter requiring wisdom and balanced judgement, he found them ten times capable ...” – Daniel 1:20 New Living Translation What made Daniel and his friends ten times better than anyone in the eyes of the most powerful man of their time? What did they do differently? Ten: Leveraging Marketplace Influence investigates the skills, qualities, and characteristics of Daniel that hold meaning for career-driven professionals and entrepreneurs seeking to make an impact. By examining Daniel’s life – an archetype for marketplace influence – you’ll learn valuable lessons such as: • How to increase your leadership capacity and leverage trust • Creative ways to strategically broaden your network and cultivate social currency • How to implement high performance disciplines to operate in a spirit of excellence Discover the keys to being a Daniel and apply Christian truths to make a global business impact with the lessons in this book.