Wyniki wyszukiwania - BazTech

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Wykrywanie konfliktów decyzji w inteligentnych sterownikach radiowych w otwartych sieciach dostępu radiowego O-RAN

Adamczyk Cezary, Kliks Adrian

Przegląd Telekomunikacyjny + Wiadomości Telekomunikacyjne

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2022

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nr 4

404--407

PL

Koncepcja otwartych sieci dostępu radiowego (O-RAN) uwzględnia aplikacje xApp, które sterują konfiguracją sieci. Mimo pojawiania się nowych zastosowań xApp, problem konfliktów między ich decyzjami nie został zgłębiony. Artykuł zawiera opis struktury systemu osadzonego w architekturze sieci O-RAN, który pozwala na wykrywanie wszystkich rodzajów konfliktów między decyzjami xApp. Wnioskuje się, że określenie metod wykrycia konfliktów jest pierwszym krokiem do zapewnienia ustandaryzowanej metody rozwiązywania konfliktów w sieciach O-RAN.

EN

Evolution of the Open RAN concept brings light to xApps and what are their potential use-cases in the O-RAN-compliant networks. The issue of detecting conflicts between decisions made by various xApps has not yet been addressed in detail. This paper defines a Conflict Detection Framework built into the existing O-RAN architecture to reliably detect all conflict types defined in the O-RAN Technical Specifications. It is concluded that defining a unified framework for all conflict types is the first step to provide a standard method of conflict mitigation in O-RAN.

2

Public diplomacy of the United States of America in Afghanistan

Kornacka M.

Studia Bezpieczeństwa Narodowego

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2014

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R. 4, Nr 5

113--129

EN

The United States failed to prevent the terrorist attacks of September 11th despite its super-power status and great potential. The severe response to the attacks - interventions in Afghanistan and Iraq - did not provide a sense of security to the Americans. Moreover, these actions resulted in the loss of popularity and credibility of the United States throughout the world, especially within Muslim populations. This article provides background on the U.S. public diplomacy efforts in Afghanistan, presents a brief overview of tools used to win “hearts and minds” of Afghans as well as recommendations and conclusions concerning the conduct of public diplomacy in Afghanistan beyond 2014.

PL

Stanom Zjednoczonym nie udało się zapobiec atakom terrorystycznym 11 września pomimo statusu supermocarstwa oraz ogromnego potencjału. Zdecydowana odpowiedź na ataki - w postaci interwencji w Afganistanie i Iraku - nie zapewniła Amerykanom poczucia bezpieczeństwa. Co więcej, działania te przyczyniły się do utraty przez Stany Zjednoczone popularności i wiarygodności na całym świecie, a w szczególności wśród społeczeństw muzułmańskich. W artykule poddano analizie działania USA z zakresu dyplomacji publicznej w Afganistanie i ich uwarunkowania, dokonano przeglądu instrumentów używanych do wygrania „serc i umysłów” Afgańczyków oraz przedstawiono wnioski i rekomendacje dotyczące prowadzenia dyplomacji publicznej w Afganistanie po 2014 roku.

3

Emocje w relacjach interpersonalnych a rozwiązywanie konfliktów

Gurmińska K.

Nowoczesne Systemy Zarządzania

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2012

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T. 7, nr 1

225--234

EN

The main aim of this article is to locate emotions in a situation of conflict. It presents how emotions affect peoples in conflicts, in areas such as perception, memory, attention, thinking. There are different methods of dealing with emotions in situation of conflict. People are conscious and unconscious in situation of conflict concerned sources of conflicts, subjects, process and resolutions.

4

Komunikacja społeczna oraz zarządzanie konfliktami interpersonalnymi jako metody kształtowania relacji w strukturze organizacyjnej

Grunt D.

Nowoczesne Systemy Zarządzania

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2010

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T. 5, nr 1

241--252

EN

The purpose of communication is to transmit certain information that is necessary in everyday life. Communicating in other words is informing, influencing someone, disclosing our feelings, cooperation. We can distinguish the following elements in the structure of the communication process: message, code, channel of communication, information gap, noise, feedback and reference frame. Sender in a process of communication is a person aware of the need to communicate a particular message. This entity in an organization is a person who has the information. Receiver is a person to whom the message is directed. Communicating is carried out via symbols. Thus decoding is about converting the information into symbols. By decoding the message the receiver tries to read it correctly. Then there is the specific receipt of the message. Another element of the communication process is a channel for transmitting signals from the source of information to the addressee. There is also an information gap in the process of communication. It can be divided into the gap of hope with which the receiver agrees hoping to receive more information in order to eliminate it, and the gap of disagreement that is the difference in the content of the information the receiver does not agree with. The last element is feedback. This is nothing but a Receiver’s reaction to the Senders message. In case when there is no feedback, we deal with informing. Feedback is a prerequisite for effective communication. The process of communication is one of the elements forming the relations in the group in the frame of organizational structure. Managing such a group has many advantages provided that it is well-considered and efficiently done. Similarly to the individual relations, the group relations may have a formal nature, for example in order to implement a certain action, or an informal nature, basing on the actual shared interests of its members. We can also deal with a conflict in an organization. It occurs when an individual or a group seeks to achieve a certain goal, while the other individual or group tries to prevent it. In classical terms a conflict in the workplace is a discrepancy of the purposes, values and benefits. Interpersonal conflict is experienced by everyone when their beliefs and values are incompatible with each other, or when too much information hinders them to make a decision. Those conflicts additionally make it harder to make even the simplest of decisions. Work environment is often characterised by different kinds of destructive conflicts, which have negative consequences. They include: decrease in self-esteem, deterioration of physical and psychological welfare, as well as loss of confidence. Intensification of difficulties in the action largely depends on the nature of the conflict, its significance and duration. The course of the conflict largely depends on the individual character traits of the people involved. Only few people are able to react without emotion to the conflict. Most, however, is frustrated when there is an obstacle while they pursue the objective, the identification of the conflict, examining its sources and destructive influence on an individual or a group allow taking steps in order to restrict or suppress it. the conflict may be resolved successfully only when both Parties feel encouraged to do so. The belief of one Party that it is not responsible for the present situation and that the effort should be made by the other Party may be the reason for the lack of motivation to reconcile. Also the belief that it may cause losses may be the reason for hindering changes. That is why one of the basis to terminate a conflict is to understand that a long-term conflict entails a mutual loss in the form of huge energy resources which instead of in work are used in continuous fights.