The resource-based project cooperation model in the strategic alliance with neural network

Cooperation Plan1. IntroductionThe Cooperation Plan aims to outline a comprehensive strategy for effective collaboration between two entities, fostering synergies and achieving common objectives. This document provides an overview of the key elements of the cooperation plan.2. ObjectivesThe primary objectives of this cooperation plan are as follows:•Establish a mutually beneficial partnership between the two parties.•Promote knowledge sharing and technical collaboration.•Enhance operational efficiency and resource optimization.•Foster innovation through joint projects and research initiatives.•Expand market reach and explore new business opportunities.3. ScopeThe cooperation plan will encompass various areas of collaboration, including but not limited to:•Joint business development efforts.•Cross-training and skill development programs.•Sharing of research and development resources.•Collaborative marketing and branding activities.•Technology transfer and licensing agreements.•Sharing of best practices and industry knowledge.4. Roles and ResponsibilitiesBoth parties involved in the cooperation plan will have distinct roles and responsibilities, which will be defined as follows:•Party A: [Brief description of Party A’s role and responsibilities]•Party B: [Brief description of Party B’s role and responsibilities] It is essential for both parties to clearly communicate their expectations and commitments to ensure smooth cooperation throughout the partnership.5. Communication and ReportingEffective communication is crucial for successful cooperation. The following communication and reporting mechanisms should be established:•Regular meetings and discussions between key personnel from both parties.•Timely exchange of information and updates regarding ongoing projects and initiatives.•Monthly or quarterly progress reports to evaluate the progress of the cooperation plan.•Dedicated communication channels (e.g., email, project management tools) to facilitate ongoing collaboration.6. Project ManagementThe cooperation plan may involve various projects and initiatives. A robust project management framework should be established to ensure the successful execution and monitoring of these activities. Key elements of the project management framework include:•Clearly defined project goals and objectives.•Project timelines, milestones, and deliverables.•Allocation of resources and responsibilities.•Risk assessment and mitigation strategies.•Regular progress tracking and performance evaluation.7. Intellectual Property RightsIntellectual property rights play a crucial role in collaborations. It is essential to establish a clear framework for managing intellectual property rights, including: •Confidentiality agreements to protect sensitive information.•Ownership and licensing agreements for jointly developed intellectual property.•Dispute resolution mechanisms for intellectual property-related conflicts.8. Evaluation and Continuous ImprovementRegular evaluation of the cooperation plan is essential to measure its effectiveness and identify areas for improvement. Evaluation mechanisms should include:•Key performance indicators (KPIs) to measure the success of the cooperation plan.•Feedback and suggestions from stakeholders involved in the collaboration.•Periodic reviews and assessments to identify bottlenecks and propose adjustments.9. ConclusionThe cooperation plan provides a roadmap for successful collaboration between the involved parties. By following the outlined strategies and procedures, both parties can maximize the benefits of the partnership and achieve their shared objectives. Regular review and continuous improvement of the cooperation plan will ensure its long-term success.For any further information or clarification, please contact the designated representatives of both parties.Note: This document is a general framework for a cooperation plan and should be tailored to meet the specific requirements of the partnership.。

项目合作协议中英文范本Project Cooperation Agreement项目合作协议Party A: [Full Name of Party A]甲方：[甲方全称]Address: [Address of Party A]地址：[甲方地址]Contact Person: [Name of Contact Person of Party A]联系人：[甲方联系人姓名]Phone Number: [Phone Number of Contact Person of Party A]电话号码：[甲方联系人电话号码]Party B: [Full Name of Party B]乙方：[乙方全称]Address: [Address of Party B]地址：[乙方地址]Contact Person: [Name of Contact Person of Party B]联系人：[乙方联系人姓名]Phone Number: [Phone Number of Contact Person of Party B]电话号码：[乙方联系人电话号码]This Project Cooperation Agreement (hereinafter referred to as the "Agreement") is entered into by and between Party A and Party B (collectively referred to as the "Parties") on [Date].本项目合作协议（以下简称“协议”）由甲方和乙方（以下统称为“双方”）于[日期]签订。

1. Purpose 目的The purpose of this Agreement is to define the terms and conditions of the cooperation between Party A and Party B in [Description of Project].本协议的目的是明确甲方和乙方在[项目描述]方面的合作条款和条件。

In todays rapidly evolving global economy,the concept of cooperative development for mutual benefit has become increasingly significant.This principle is not just a buzzword but a strategic approach that businesses and countries are adopting to foster growth,innovation,and sustainability.Heres a detailed look at how this concept can be applied in various contexts and the benefits it brings.Understanding Cooperative Development for Mutual BenefitCooperative development is a partnership approach where two or more entities work together to achieve a common goal.This approach is based on the belief that by pooling resources,knowledge,and skills,the partners can achieve more than they could individually.Mutual benefit is the key driver,ensuring that all parties gain from the collaboration.Key Elements of Successful Cooperation1.Shared Vision:Partners must have a clear and shared vision of what they want to achieve.This vision should be aligned with the goals and values of each party.2.Trust and Respect:Trust is the foundation of any successful collaboration.Respect for each others strengths and contributions is essential for maintaining a healthy partnership.3.Clear Communication:Open and transparent communication is vital for resolving conflicts and ensuring that all parties are on the same page.4.Resource Sharing:This includes not only financial resources but also knowledge, technology,and expertise.5.Risk Management:Partners should be prepared to share risks and work together to mitigate them.Benefits of Cooperative Development1.Access to New Markets:By collaborating,companies can expand their reach into new markets,increasing their customer base and revenue potential.2.Innovation:Combining different skills and perspectives can lead to the creation of new products,services,or solutions that might not have been possible otherwise.3.Cost Efficiency:Sharing resources can lead to cost savings,as partners can pool theirinvestments in research and development,marketing,and infrastructure.4.Risk Reduction:By sharing risks,companies can enter new markets or undertake projects with a lower level of financial exposure.5.Enhanced Reputation:Successful collaborations can enhance the reputation of all parties involved,as they demonstrate a commitment to working together for the greater good.Case Studies of Cooperative Development1.Technology Sector:Companies like Apple and Samsung have collaborated on various projects,leveraging each others strengths in technology and design to create innovative products.2.Automotive Industry:Car manufacturers often collaborate on developing new technologies,such as electric vehicles,to share the high costs of research and development.3.International Relations:Countries collaborate on projects like space exploration or environmental conservation,pooling resources and expertise to achieve common goals.Challenges and SolutionsWhile cooperative development offers many benefits,it also presents challenges such as cultural differences,conflicting interests,and the need for constant negotiation.To overcome these,partners should:Establish a strong governance structure to oversee the collaboration.Foster a culture of continuous learning and adaptation.Be flexible and open to change,as the needs and goals of the partnership may evolve over time.ConclusionIn conclusion,cooperative development for mutual benefit is a powerful strategy that can lead to significant achievements in business and beyond.By working together,partners can leverage their strengths,share risks,and create value that benefits all stakeholders.As the world becomes more interconnected,the importance of such collaborations will only continue to grow.。

Education Ministry’s Collaborative Education Program with Industry: A Synergistic Approach to Nurturing Talent IntroductionIn today’s rapidly changing world, the field of education must adapt to meet the demands of the industry and equip students with the necessary skills and knowledge. Recognizing this need, the Education Ministry has introduced the Collaborative Education Program with Industry, a groundbreaking initiative aimed at fostering a synergistic relationship between academia and the corporate world. This program is designed to enhance students’ employability while addressing the industry’s need for a skilled workforc e.ObjectivesThe key objectives of the Education Ministry’s Collaborative Education Program with Industry are as follows:1.Enhance curriculum relevance: Incorporate industry-drivencontent into the curriculum, ensuring that students are equipped with the latest knowledge and skills required in the job market. This approach bridges the gap between academia and industry, offering practical learning experiences forstudents.2.Ensure industry involvement: Foster strong partnerships betweeneducational institutions and industries through collaborative projects,internships, and mentorship programs. This involvement allows students togain exposure to real-world challenges and opportunities, thereby enhancing their professional development.3.Promote research and innovation: Encourage collaborativeresearch projects between academia and industry. By pooling resources and expertise, both parties can address pressing challenges and drive innovation in various sectors. This partnership facilitates knowledge transfer and practical applications of research findings.4.Facilitate entrepreneurship and job creation: Cultivate anentrepreneurial mindset among students to encourage job creation rather than job seeking. The program offers mentorship and guidance to aspiringentrepreneurs, helping them transform their innovative ideas into viablebusiness ventures.Program ImplementationThe Collaborative Education Program with Industry follows a comprehensive approach to ensure its effective implementation. The key components of the program include:1. Curriculum EnhancementThe curriculum is regularly updated to incorporate industry trends and requirements. Academia-industry partnerships play a crucial role in identifying the necessary skills and knowledge that need to be integrated into the curriculum. This ensures that students are equipped with industry-relevant skills upon graduation.2. Industry CollaborationA strong collaboration between educational institutions and industries is established. This is done through the development of Memoranda of Understanding (MOUs), partnership agreements, and joint projects. These collaborations offer opportunities for students to engage in internships, cooperative education programs, and participate in industry-relevant research projects.3. Mentorship and Internship ProgramsMentorship programs are established to connect students with industry professionals who provide guidance, advice, and real-world insights. Internship programs are also initiated, allowing students to gain practical experience in a professional working environment. These programs enhance students’ employability by bridging the gap between theory and practice.4. Entrepreneurship SupportThe program provides support to aspiring entrepreneurs among the student body. Incubation centers are set up within educational institutions to nurture entrepreneurial ideas and provide mentorship, funding, and resources necessary for transforming ideas into successful ventures. This support fosters a culture of innovation and entrepreneurship among students.BenefitsThe Collaborative Education Program with Industry offers numerous benefits to both students and industries:1.Enhanced employability: Students gain industry-relevant skills andpractical experience, making them attractive candidates for employment upon graduation.2.Industry exposure: Students get firsthand exposure to the realchallenges and demands of the industry, helping them understand and adapt to the professional environment.3.Industry-driven research: Collaborative research projects betweenacademia and industry address real-world problems, leading to innovativesolutions and advancements in various industries.4.Entrepreneurship development: The program nurturesentrepreneurial ideas and provides necessary support, encouraging students to become job creators rather than job seekers.ConclusionThe Education Ministry’s Collaborative Education Program with Industry is a forward-thinking initiative that bridges the gap between academia and industry. By equipping students with industry-relevant skills, providing opportunities for practical experience, and fostering entrepreneurship, this program ensures that education meets the demands of an ever-evolving job market. Through partnerships, research collaborations, and mentorship programs, students are empowered to thrive in the professional world while contributing to societal and economic development.。

合作框架协议Cooperation Framework Agreement甲方： ____________________Party A: ____________________乙方： ____________________Party B: ____________________鉴于甲方和乙方均愿意在平等、自愿、公平、诚实信用的原则下，开展合作，共同实现互利共赢，特订立本合作框架协议。

Whereas Party A and Party B are both willing to carry out cooperation on the principles of equality, voluntariness, fairness, and good faith, in order to achieve mutual benefits and win-win results, this Cooperation Framework Agreement is hereby established.第一条合作宗旨1.1 本协议旨在明确甲方和乙方在合作过程中的权利、义务和责任，规范双方的合作行为，确保合作项目的顺利进行。

1.2 The purpose of this Agreement is to specify the rights, obligations, and responsibilities of Party A and Party B during the cooperation process, standardize their cooperative behaviors, and ensure the smooth progress of the cooperative project.第二条合作范围2.1 甲方和乙方同意在以下领域开展合作：（1）技术研发与创新；（2）市场拓展与销售；（3）人才培养与交流；（4）资源共享与优化；（5）其他双方约定的领域。

Cooperation Project Update Draft: 3/30/05 9:47 AMInstitute for the Future p: 650.854.6322 T HE C OOPERATION P ROJECT :O BJECTIVES , A CCOMPLISHMENTS , AND P ROPOSALSO BJECTIVES OF THE C OOPERATION P ROJECTNew knowledge about the nature of cooperation could alleviate suffering and create wealth. Toward those ends, the Cooperation Project (CP):• Catalyzes interdisciplinary study of cooperation through workshops, seminars, and online knowledge communities.• Maps the findings emerging from cooperation studies onto graphicalrepresentations and visual interfaces.• Educates the perceptions of practitioners in person and online with workshops, conceptual toolkits, games, and simulations.• Applies this knowledge to real world problems in partnership with practitioners.Problems of health care, economic development, political and interpersonal conflict, environmental sustainability, resource allocation, disaster relief, urban planning, civil society, democratic governance, technological innovation, intellectual property, public education—the most critical problems of our time—involve social dilemmas and institutions for collective action that are not yet well-understood.Evidence from biology, sociology, economics, political science, computer science, and psychology suggest the feasibility of building an interdisciplinary framework for understanding cooperation. Because of institutional specialization, a program ofcooperation studies will not happen without purposeful action. In order to catalyze the growth of this enterprise, the CP has created:• An open, shared, knowledge base of insights and resources relevant tocooperation and collective action: the Knowledge Commons• Several visual maps for customized navigation of the cooperation studieslandscape• A university course with publicly available lecture videos and readings• A workshop and guidebook for re-perceiving the role of cooperation in business and the technologies that enable it•The beginnings of a social network of cooperation researchersThe CP has convened expert workshops, published a syllabus, launched online discussion communities, compiled reports, created and published video lectures, and built software prototypes—the beginnings of a Cooperation Toolset. Now we seek to: •Test and refine these instruments through workshops and further research—attracting the best minds in cooperation-related disciplines to help.•Learn how practitioners can use the knowledge and tools in their domains.•Make these resources public and invite broad participation.F IRST S TEPS A CCOMPLISHED:2003–20051. Toward a New Literacy of Cooperation in BusinessCompanies in high-tech industries have learned that working with competitors can build markets and help avoid costly standards wars. The open source movement has shown that world-class software can be built without corporate oversight or market incentives. Google and Amazon have built fortunes for themselves and thousands of partners by using the Internet to support a “sharing economy” that enriches by expanding the population of partners rather than decreasing the number of competitors. Outsourcing has turned competitors into common customers of design firms and contract manufacturers. Connective and pervasive technologies are enabling new forms of human and machine interactions and relationships; technologies and methodologies of cooperation will present business institutions with a host of new opportunities and challenges for organizing people, processes, relationships and knowledge. Increasing numbers of enterprises using new forms of production and commerce could change the entire economic framework, the way printing, banking, joint stock ownership companies, and double-entry bookkeeping made capitalism possible a few centuries ago.In the report, Toward a New Literacy of Cooperation in Business:Managing Dilemmas in the 21st Century, we looked for ways to thinkabout two key business questions. How can new insights about thedynamics of cooperation help identify new and valuable models fororganizing production and wealth creation? And how canorganizations enhance their creativity and stimulate innovation withcooperation-based strategic models?2. Map of the Cooperation Studies LandscapeInterdisciplinary research is difficult to accomplish in part because universities, research laboratories, and foundations are organized around specialization, and in part because different disciplines use different vocabularies and share different mental models of similar phenomena. A graphic representation of the knowledge landscape can provide a shared, manipulable mental model that can serve as a stage for real discourse: discussing how to improve the map could channel the first conversations among convened experts toward a convergence on shared practical problems.At the center of the map is the social dilemma, surrounded by seven lenses that use key concepts from the various disciplines to understand the process of cooperation. These concepts—synchrony, symbiosis, group selection, catalysis, commons, collective action, and collective intelligence—describe dynamics that can be tuned to foster cooperative behavior. Arrayed around these core concepts are more related concepts that suggest ways to alter the dynamics of cooperation. We have plotted them in seven bands that represent what we think are key levers for adjusting cooperative behavior: structure, rules, resources, thresholds, feedback, memory, and identity.Together, the lenses andthe levers provide amultidisciplinaryframework for thinkingabout cooperation andcooperative strategies.They offer both anoverview of the keystudies to date and apalette of choices fortuning cooperativesystems—a toolset forimagining new solutions tosocial dilemmas. We mustbe cautious, however, inapplying this tool. Thefield of cooperative studiesis young, and this maprepresents only the mostsummary view of it. A lensis something you see through; it’s a tool for understanding, not a tool for engineering. With his in mind, we present the map as a way to reexamine present problems and to think about the cooperative potential of groups in new ways.3. Technologies of CooperationEmerging digital technologies present new opportunities for developing complex cooperative strategies that change the way people work together to solve problems and generate wealth. Central to this class of cooperation-amplifying technologies are eight key clusters, each with distinctive contributions to cooperative strategy:Self-organizing mesh networks define architectural principles for building both tools and processes that grow from the edges without obvious limits, that distribute the burden of the infrastructure throughout the population of participants, and that establish the foundation for the emergence of swarm intelligence in systems of people and devices. Community computing grids provide models for recovering currently squandered resources from distributed sources and for providing mutual security within a network of people and/or devices, supported by explicit choices about when and how to foster cooperation versus competition.Peer production networks create a framework for volunteer communities to accomplish productive work in parallel. These potentially unbounded communities create new value by rapidly solving problems that would tax or stymie smaller workgroups; self-organization dramatically reduces coordination costs.Social mobile computing includes a cluster of technologies and principles that allow large or small groups of people—even if they are strangers —to act in a coherent and coordinated fashion in place and space, supported by information accessed in real time and real space.Group-forming networks support the emergence of self-organized subgroups within a large-scale network, creating exponential growth of the network and shortening the social distance among members of the network.Social software makes explicit, amplifies, and extends many of the informal cooperative structures and processes that have evolved as part of human culture, providing the tools and awareness to guide people in intelligently constructing and managing these processes to specific ends.Social accounting tools suggest methods and structures to measure social connectedness and establish trust among large communities of strangers, building reputation along dimensions that are appropriate to a specific context and creating a visible history of individual behavior within a community.Knowledge collectives model the structures, rules, and practices for managing a constantly changing resource as a commons, for securing it against deliberate or accidental destruction and degradation, multiplying its productivity, and for making it easily accessible for wide ranging uses.Each of these technology clusters can be viewed not only as a template for design of cooperative systems, but also as tools people can use to tune organizations, projects, processes, and markets for increased cooperation. Specifically, each can be used in distinctive ways to alter the key dimensions of cooperative systems—structure, rules, resources, thresholds, feedback, memory, and identity.4. Toward a Literacy of Cooperation: Stanford CourseA first step toward growing a literacy and interdisciplinary vocabulary was “Toward a Literacy of Cooperation,” a ten-week course of lectures, class discussions, and online discourse sponsored by the Stanford Humanities Lab in Winter 2005. Andrea Saveri and Howard Rheingold were the instructors, with guest lectures by some of the best minds in the sociology, biology, economics, and computer science of cooperation. The lecture videos and audio tracks were streamed online and are being edited for downloading. The course description is at /hum202.html and the record of the class group blog, with links to resources, is at . The syllabus is at /hum202_syllabus.html. Douglas Schuler at Evergreen College is replicating the course, and Zephyr Teachout, former Internet coordinator for the Howard Dean campaign, has proposed offering it at Stanford. Saveri and Rheingold are in discussion with U.C. Berkeley to present a version of the course in the future. As we develop the curriculum for introductory cooperation studies, we make our syllabi, online discussions, instructors’ notes, audio and video lectures, PowerPoint slides freely available online. In addition to inspiring and provisioning other teachers, the course is ongoing research into the methods of using our maps, exercises, and vocabularies to educate perception—and serves as an organizing node for a social network of cooperation studies teachers. Although we have a long way to go to understand the complexities of human social behavior, first-rate thinkers in a number of disciplines have provided excellent places to start. If there is to be a future generation of cooperation studies researchers, courses like t his are needed to spark their vision and introduce them to essential ideas.5. The Knowledge CommonsThe Knowledge Commons (KC), an online database and interface that allows users to store, create, find, and collate, and discuss information, is being created to support an ongoing interdisciplinary study of cooperation and collective action .It is designed and licensed to allow any population to use it for any knowledge domainThe components of the knowledge commons system are:•Numerous interfaces including graphic “cooperation maps”• A database of texts, summaries, findings, interviews, audio and video lectures, discussions, games, and simulations•An open-access system that enables users to add and refine content•Ranking/reputation systems by which useful information is made more visible and less useful data less so; user-defined filters that can rank according to user-defined populations of critics.A user accesses the knowledge commons by clicking on one of the many interfaces available. The interface presents the user with a tool for visualizing the objects and relations in the system. For example, the initial interface is a graphical map of cooperation literature as well as “findings” extracted from that literature. At this point there are several branching possibilities for the user:•The user moves the cursor around the graphic interface (the mandala map, for example), and as it moves over key concepts, a hotspot becomes visible.•Hovering on the hotspot pops up a balloon with a one-sentence description of the node—a key concept, author, activity, archive, source material.•Holding down the mouse button on the hotspot pops up a menu of choices: One paragraph and one page summary, key findings/insights, animation, simulation,source material index, related discussions, related bookmarks, networks of people who indicate interest in that node.•If the user clicks on a finding, article, or interview, he will be presented with the content. The “relations,” or things which that content is related to, such as author, publication year, topic, and keywords will be presented in the interface as further pathways for exploration.•If the user clicks on a “relation,” the system presents all data that instantiates the relation. For example, if the user clicks on a “topic” (which connects relatedmaterial), then the system will show all of the material in that topic.Users may add new substantive content (an article reference or interview, summary or insight) including labeling or tagging it with relations to other content. Many items in the KC will have discussions attached in the form of “posts” threaded underneath a single item or linked to multiple items, such as a discussion comparing three different articles. Because the knowledge commons is pluralistic, new relations emerge over time as different viewpoints refine the content. As these new “knowledge webs” emerge, new interfaces, or lenses, expand the ways that users can view and interact with the knowledge content. These webs become instruments for educational and analytic methods.A basic working prototype of the KC has been created using open source tools, and populated with an initial database of summaries and key insights from 50 fundamental texts, and six edited video lectures from our Stanford Course. Several different visual interfaces have been sketched but not fully implemented.6. The Cooperation NetworkScientific, scholarly, and policy disciplines grow out of and are maintained by social networks. Networks that span more than half a dozen separate disciplinary boundaries are not likely to grow without deliberate positive action. The face-to-face workshops, college courses, and online discussions conducted during the accomplishment of the first phase of the Cooperation Project began the process of growing a social network. As the Cooperation Toolset grows as an object to think with, and the project uses its past accomplishment to attract the best minds to future workshops, courses, discussions, and joint ventures, the social network of cooperation researchers, educators, and practitioners will grow. In the next stage of development, the Knowledge Commons will afford ongoing online discussions to maintain the relationships that began in CP-related events. N EXT S TEPS:2005–2007Workshopping and Expanding the Knowledge CommonsThe Knowledge Commons is a scaffold for learning and interdisciplinary exchange, an educational resource for scientists and public policy makers, a publishing medium for the emerging interdiscipline, and a tool that can be used for other knowledge domains besides cooperation studies. A researcher in a particular specialty can use the visual interfaces and filters to get quick perspectives of the landscape in other disciplines, through carefully prepared summaries and insights from the top 100 fundamental documents, or delve deeper into hundreds of reports, links, bibliographies, and videos. A community of contributors, similar to the Wikipedia community, will be encouraged togrow the KC when it is made public. Before this can be done, however, fundamental problems must be solved: how are blogs and threaded discussions to be related to issues and documents, providing a medium for ongoing discourse? What qualifications should be set for becoming a contributor? What kind of reputation systems could make it possible to invite the widest pool of contributors, and at the same time float the most valid contributions to the top? How are GPL-like or Creative Commons licenses to be applied to the KC? A number of workshops will be necessary to bring the present prototype to the point where the best researchers in related fields, and their students, will want to swarm on it.As our social network of cooperation researchers grows, the initial knowledge base of 50 texts and six videos will expand to 200 summarized resources, with a bibliographic collection of several hundred more—ready for summarization and/or distillation of insights by the growing network in the future. We intend to extend our work with face-to-face cooperation and public goods games and incorporate online simulation games to the knowledge commons.Refining the Maps and Visual InterfacesA click-and-drag version of the first draft map could serve as a kind of graphical Delphi tool for harvesting the judgment of a community of experts, each of whom could re-arrange the map to suit their particular understanding. The graphic map is also the design for a point-and-click front end for the database. The map is what Seymour Papert called “an object to think with.” Taken together with the methodologies for using the toolset, the input and resource functions of the Knowledge Commons, and the cooperation games, the graphic map is part of a comprehensive instrument for enabling exploration and encouraging insight. But the first maps are starting points, not definitive end-points. Our next step must involve diverse communities of users, graphic designers, and domain experts. Are other visualizations possible or even better? How can the static sketches become interactive instruments? What do the best thinkers in cooperation-affiliated domains think about the map? Are the levers and lenses accurate? Are there others that we’ve missed? A program of expert workshops, user studies, and design exercises will enable us to bring the maps to a broader population, with some confidence in their rigor, accuracy, and utility.Designing and Developing Educational Methods and PracticesThe most important aspect of cooperation/collective action models lies in understanding how to use them—for insight, rather than control. Playing the games or knowing the theory or seeing the graphical map or studying the knowledge base is not going to confer any magical ability to design or intervene in human social activities. However, as a tool for seeing and medium for discussion, the Cooperation Toolset can serve as a test bed for insight methodologies by practitioners in a wide variety of practices: conflict resolution, business strategy, sustainability planning, resource allocation, leadership training, distributed decision-making and forecasting. From the encounter of practitioners and the Toolset, methodologies can be learned and designed—methods of using the Toolset thatprovoke insight and provide practitioners with internal models and heuristics for better understanding the social dilemmas in their own fields. The Toolset, the body of knowledge it makes available and navigable, the contributors and practitioners who use it, change it, and grow it, constitute a technosocial system in which the human element is always central. Just as a microscope or telescope magnify aspects of the natural world to make them more visible and, together with a logical methodology, thus understandable, the Toolset should make the dynamics of cooperation more visible and, together with the experience and discourse of practitioners, more understandable. No model of human collective action can be applied automatically to any specific group of human, but can only serve to inform the people who end up making the decisions, or whose behavior aggregates into something collectively decisive.We’ve used blogs, wikis, and message boards in our learning groups, and plan to continue to refine our immersive online learning methods through the discursive capabilities we will build into the Knowledge Commons.In our work with businesses and college students, we found that the experiential component gained by playing cooperation games was successful in both motivating and equipping learners. Working together with Stanford post-doctoral student, Scott Brave, we illustrated fundamental principles of game theory, social dilemmas, and public goods, using paper cups, chairs, and poker chips as props.We’ve also developed several face-to-face interactive workshop processes for business and nonprofit organizations that involve hands on engagement with key concepts and frameworks in the cooperation toolkit to increase their understanding of cooperation and insights about their own organization’s cooperative possibilities.We plan to continue to explore both face-to-face and online games and simulations, workshop processes, and other immersive and reflective activities as learning vehicles for the cooperation toolkit.Working with Practitioners: Using the Cooperation ToolsetIf knowledge truly is a scaffold for power, those who work to enact change in the world could benefit from thinking tools that show the dynamics of cooperation in new ways. Drawn from a multitude of disciplines, this Cooperation Toolset is meant to act more like a lens than a formula, designed to educate the perceptions of practitioners, not to give them a scientific recipe for social engineering.Practitioners who seek to improve civil society, resolve conflicts, foster international understanding, plan sustainable development, design regulatory regimes for intellectual property and public goods, design technologies, must necessarily work from personal experience and specialized training. It’s not easy to keep up with theory when you are in the field, much of the most salient theory is found in a number of disconnected disciplines, and much of it is expressed in difficult technical terminology. How will practitioners improve their success rate when they can quickly grasp a synthesis of whatthe best minds in sociology, biology, economics, political and computer sciences have discovered about cooperation? If they could engage in structured discourse and directly experience cooperation-based games, could they engage theory in more concrete ways—and use appropriate aspects of that theory to inform their practice? How might their experience in attempts to facilitate collective action feed the Knowledge Commons, for the benefit of other theorists and other practitioners? Can we use forms of collective action to better understand collective action? One of our first practitioner partnerships focuses on the health care community.Catalyzing Innovation in the Health CommunityThe CP is working with the Robert Wood Johnson Foundation to catalyze breakthrough innovations among a diverse group of stakeholders that will lead to improved health and health care by fostering the development of:• A new awareness and literacy of cooperative strategy in the extended health community• A reflexive application of that cooperative strategy in creating RWJF’s own ongoing, collective knowledge commons—an online repository of diverse,relevant innovations and interpersonal network of innovators that will serve as adynamic, public resource for ongoing discussion and discovery of opportunitiesfor transformation in health and health careOur approach incorporates the best new knowledge about cooperative strategy, collective organizational dynamics, and commons-based value creation to provide a framework for prioritizing research that will significantly transform the broader health arena. We are developing the outline of a dynamic knowledge community that RWJF can implement to disseminate our findings and attract a community of pioneers who will grow this knowledge base and apply it to the most pressing problems related to health and health care. Our strategy is to position RWJF as a dedicated leader in engaging a community of pioneers to develop the best collective wisdom about meaningful innovation in health, enhance cross-organizational and cross industry cooperation, and improve those organizations’ ability to see opportunities for individual and collective success. Application to Strategic PlanningThe CP has worked with the Herman Miller Company to explore the application of cooperation studies to the strategic planning process of a for-profit corporation, we are in discussions with other business enterprises, and we seek other partners to not only support further research, but to provide practical, real-world problems to test the Cooperation Toolset.We also seek partners in the NPO, NGO, and foundation worlds, who are working on solving public problems that entail social dilemmas or commons issues, or could benefit from applied use of cooperation technologies.Working with Practitioners: Expansion PlansWe have several proposals in development to expand our work with practitioners of all kinds.1. Using Cooperative Strategy to Grow Community WealthThe goal of the proposed project is to develop a theoretical framework and practical toolkit for enabling local communities and regions to leverage and grow community assets to create more sustainable wealth creation that reflects the values of the community.Local communities, especially those in inner cities, marginalized rural areas, and regions experiencing rapid urbanization, face severe challenges of economic stagnation or instability and loss of community control over resources and assets. One only needs to look at rust belt communities or those with a new WalMart to see the shifts in economic power and the imbalance of wealth creation.At the same time, experiments in new bottom–up economic structures are emerging and presenting a new vision of social and economic organization and wealth creation. Open source software, Wikipedia, Google, eBay, Craig’s List, the Creative Commons—the first successful pioneers of Internet-enabled sharing economies—have begun to exploit the economic opportunities that network technologies and new methods of social networking have made possible. Might these be the earliest instances of new economic forms, enabled by new social technologies—just as capitalism was enabled by printing, stock corporations, insurance companies, double-entry bookkeeping?Using the Interra card rollout in Spring 2005 (Interra provides a payment card for use with local merchants that also serves as a vehicle to “empower a community-based movement of citizen consumers by providing tools for direct alignment between daily economic activities and our deepest human values.”), the project will evaluate Interra’s offerings and assess the prospects for broader diffusion. The project will use Interra as a case study to analyze the implications of an emerging sharing economy—an alternative economic structure based on principles of bottom up, open, peer-to-peer interactions, and intensive social, technical, and transactional networking.2. Creating Wealth through Cooperative RelationshipsNew business and production structures are beginning to provide compelling evidence that diverse property and ownership rights can effectively catalyze new methods of wealth creation. One only needs to look at the Internet’s Amazon and eBay, open source software production, Wikipedia, and other examples of peer based commons production, knowledge collectives, and resource collective to see that wealth and value can be。

PMP人力项目描述英文版IntroductionThe success of any project heavily depends on its workforce. Managing human resources effectively is crucial to ensure project success. Inthis article, we will discuss the importance of human resource management in project management and explore different aspects of managing the human element in projects.Why is Human Resource Management Important in Project Management?1.Resource Allocation: Human resource management involvesidentifying and assigning the right individuals to project rolesbased on their skills, experience, and availability. This ensuresthat the project team has the necessary resources to complete theproject successfully.2.Team Development: Effective human resource management involvesnurturing and developing the skills and expertise of project teammembers. This includes providing training opportunities, mentoring, and creating an environment that encourages learning and growth.3.Motivation and Engagement: Human resource management plays avital role in keeping the project team motivated and engaged. Itincludes recognizing and rewarding individual and teamachievements, creating a positive work environment, and fosteringa sense of belonging and purpose.4.Conflict Resolution: Project teams are composed of individualswith diverse backgrounds and perspectives. Human resourcemanagement involves effectively managing conflicts and ensuringthat any disputes or disagreements are resolved in a timely andfair manner.Key Components of Human Resource Management in Projects1.Planning: Human resource planning involves assessing theproject’s human resource requirements, defining roles andresponsibilities, and determining the project team’s structure.It also includes forecasting future resource needs and developing strategies to acquire and retain the right talent.2.Acquisition: Human resource acquisition focuses on recruiting,selecting, and hiring project team members. This process involves identifying the required skills and experience, advertising jobvacancies, interviewing candidates, and making final hiringdecisions.3.Development: Human resource development aims at enhancing theskills, knowledge, and capabilities of project team members. Itincludes providing training, mentoring, coaching, and creatingopportunities for professional and personal growth.4.Performance Management: Performance management involvesmonitoring and evaluating the performance of project team members.It includes setting performance goals, providing feedback,conducting performance appraisals, and taking necessary actions to address any performance issues.5.Team Building: Team building activities are essential forfostering collaboration, trust, and a positive team culture. Itincludes organizing team-building exercises, promoting opencommunication, and facilitating teamwork and cooperation.Best Practices for Effective Human Resource Management in Projects1.Clear Communication: Effective communication is crucial forsuccessful human resource management. Project managers shouldclearly communicate project objectives, roles, responsibilities,and expectations to the project team. Regular and opencommunication channels should be established to address anyconcerns or issues promptly.2.Empowerment: Project team members should be empowered to makedecisions and take ownership of their work. This fosters a senseof responsibility and accountability, leading to increasedmotivation and productivity.3.Recognition and Rewards: Recognizing and rewarding the effortsand achievements of project team members is essential formaintaining motivation and engagement. Acknowledging theircontributions publicly and providing incentives can go a long way in building a high-performing team.4.Continuous Learning: Encouraging continuous learning andprofessional development helps project team members stay up-to-date with industry advancements and acquire new skills. Providing opportunities for training, mentoring, and knowledge sharingfosters a culture of continuous improvement.5.Conflict Resolution: Project managers should be skilled inconflict resolutio n techniques. It’s important to addressconflicts promptly, listen to all parties involved, find commonground, and seek win-win solutions. Open and respectfulcommunication is key to resolving conflicts effectively.ConclusionHuman resource management is an integral part of project management. It involves various aspects such as resource allocation, team development, motivation, and conflict resolution. By effectively managing human resources, project managers can create a highly skilled and motivated team that is capable of delivering successful projects. Implementing best practices, including clear communication, empowerment, recognition, and continuous learning, can significantly enhance human resource management in projects.。

高校图书馆校地合作存在的问题及对策以淮南市为例王㊀玲(淮南师范学院图书馆,232038)摘㊀要:校地合作是当前高校图书馆发展趋势之一㊂文章对高校图书馆校地合作的含义和动因进行了解析,并以淮南市为例,分析了高校图书馆校地合作存在的问题,提出了创建校地合作管理机制㊁完善校地合作人才培养机制㊁建设区域性图书馆联盟㊁打造集成化资源共享平台和建立项目运行机制等5大对策㊂关键词:高校图书馆;校地合作;资源共享;图书馆联盟引用本文格式:王玲.高校图书馆校地合作存在的问题及对策 以淮南市为例[J].大学图书情报学刊,2022(5):126-130.Discussion on the Cooperation between University Library andLocal Government :A Case Study of HuainanWANG Ling(Huainan Normal University,Huainan㊀232038,China)Abstract :The cooperation between university library and local government is one of the developmental trends ofuniversity libraries nowadays.This paper elaborates the meaning and motivation of the cooperation,and analyzes the problemsof cooperation between university library and local government taking Huainan as an example.Five countermeasures are putforward,such as the setup of administrative organization of the cooperation between university library and local government,the establishment of talents training mechanism of the cooperation,the setup of regional library alliance,the establishment ofresource sharing platform and project operation mechanism.Key words :university library;cooperation between university library and local government;resource sharing;library alliance㊀㊀根据‘普通高等学校图书馆规程“(教高 2015 14号),服务社会是高校图书馆的主要任务之一㊂高校图书馆校地合作,是为了更好地为社会服务,促进高校图书馆与地方的深入合作㊂淮南作为一个典型资源型城市,进入21世纪后,发展缓慢,亟须智力支援㊂以淮南师范学院图书馆和安徽理工大学图书馆为主的地方高校图书馆,可以通过校地合作,为地方经济社会发展提供服务,帮助淮南这列传统型列车,装上新的动力系统,在高质量大发展的轨道上快速奔驰㊂1㊀高校图书馆校地合作动因高校图书馆校地合作有狭义与广义之分㊂狭义的校地合作指高校图书馆与地方公共图书馆的合作,双方在资源共享和学术研究方面进行合作,为地方经济建设服务㊂广义的校地合作指高校图书馆在地方政府支持下,与政府及其相关社会组织,如行业管理机构㊁企事业单位㊁研究院所㊁其他机构等开展人才培养㊁科学研究㊁社会服务㊁文化传承创新等方面的合作[1],是一种综合性㊁全方位的深度合作㊂本文所言校地合作指广义的校地合作㊂地方高校图书馆通过校地合作,将学校资源与地方资源对接,开展应用型人才培养㊁应用型科学研究,服务地方经济社会发展,传承地方优秀传统文化㊂区域间高校图书馆校地合作都是有原因的,就淮南地区来说,其动因是为了响应安徽崛起战略,满足地方经济㊁社会发展的需要以及地方高校长效发展的需要㊂基金项目:2020年安徽省高校图工委研究基金项目一般项目 安徽崛起背景下高校图书馆促进地校合作创新机制研究 (TGW20B32)6212022年9月第40卷第5期㊀㊀㊀㊀㊀㊀㊀㊀大学图书情报学刊Journal of Academic Library and Information Science㊀㊀㊀㊀㊀㊀㊀㊀Sep ,2022Vol.40No.51.1㊀响应安徽崛起战略的需要习近平总书记2016年4月视察安徽,提出安徽要 在中部崛起中闯出新路 [2];2019年5月,习近平总书记在江西考察,主持召开推动中部地区崛起工作座谈会并发表重要讲话,提出 实施创新驱动发展战略,推动高质量发展,奋力开创中部地区崛起新局面 [3]; 2020年8月,习近平总书记在安徽考察时强调,要贯彻落实好党中央决策部署,贯彻新发展理念,坚持稳中求进工作总基调,坚持改革开放,坚持高质量发展 在加快建设美好安徽上取得新的更大进展[4]㊂ 安徽崛起 是习近平总书记的殷切期望,更是安徽人民的期盼㊂安徽崛起,离不开各行各业的支持和努力,离不开高校及高校图书馆的智力支持㊂高校图书馆拥有丰富的信息资源㊁专业的学科馆员及先进的信息技术,具有为地方经济社会发展提供高水平服务的条件和能力㊂高校图书馆要深入贯彻习近平总书记重要讲话精神,通过知识创新㊁技术创新和服务创新,将信息资源的开发和利用与安徽的传统优势资源㊁主导产业有机结合,发挥信息资源的增值作用,建立促进安徽崛起的体制机制㊂1.2㊀地方经济、社会发展的需要淮南市是1984年国务院批准的首批13个 较大市 之一,20世纪八九十年代有过辉煌历史;进入21世纪,其他较大市发展势头强劲,淮南却发展缓慢㊂从全国范围看,重庆升格为直辖市,大连㊁青岛升格为副省级城市;无锡2020年实现GDP12370.48亿元,是淮南的近10倍;唐山2020年实现GDP7210.9亿元,是淮南市的5倍多㊂在全省16个地级市中,淮南近几年GDP总量始终在第12位和13位徘徊㊂与滁州相比,2010年淮南GDP总量603亿元,比滁州少92.2亿元;2020年,淮南GDP总量虽比十年前翻了一番达到1337.20亿元,却仍比滁州少了1694.90亿元,差距是明显的㊂淮南需要迎头赶上,怎么赶?除了各级干部思想大转变,还需要充分开发社会智力资源㊂推进高校图书馆工作机制的改革,充分发挥高校图书馆社会服务的功能,应该是其中应有之义㊂高校图书馆应通过与地方政府以及政府机关㊁行业组织㊁企事业单位等机构合作,联合地方公共图书馆㊁科研院所图书馆㊁大型企业情报资料室,建立区域图书馆联盟,发挥智库职能,为淮南地区经济社会发展服务㊂1.3㊀地方高校长效发展的需要高校图书馆校地合作是高校和地方政府建立的一种合作机制㊂从表面上看,高校图书馆只是高校的一个职能部门,是为高校师生服务的;从功能上来说,高校图书馆是当地社会智力资源极为重要的一部分,是属于整个社会并作用于整个社会的㊂校地合作是高校图书馆服务的创新,可进一步开发高校图书馆的社会服务功能,提高高校图书馆信息资源㊁智力资源的利用率,从而在一定程度上提高高校的社会知名度㊁美誉度及核心竞争力,为地方高校的长效发展提供新动能[5]㊂2㊀高校图书馆校地合作存在的问题2.1㊀高校图书馆缺乏校地合作意愿早在2002年,高校图书馆对外开放就已经写入‘普通高等学校图书馆规程“(简称 ‘规程“ ),提出有条件的高校图书馆 应尽可能向社会读者和社区读者开放 ;2015年,重新修订后的‘规程“更是明确提出高校图书馆要 开展面向社会用户的服务 [6]㊂但长期以来,高校图书馆界对此响应有限㊂受传统思想和体制的影响,大部分高校图书馆仍把校内师生当作唯一的服务对象,认为社会服务不是分内工作,甚至有些高校图书馆担忧开展社会服务占用学校资源,影响本校读者的利益,因而主动开展社会服务的意愿不强㊁积极性不高,真正开展社会服务的高校图书馆屈指可数[7],仅仅是馆藏资源丰富㊁实力较为雄厚的少数高校图书馆对此进行了尝试和探索,这些尝试和探索大多也只停留在向少数社会读者开放和科技查新服务层面㊂因为高校图书馆校地合作意愿不强,所以这项工作推动缓慢㊂2.2㊀地区内各类图书馆之间缺乏交流与合作机制这是影响高校图书馆全面㊁深度㊁有效开展校地合作的重要因素㊂具体来说有三个方面:一是高校图书馆与公共图书馆之间缺乏交流㊂因服务对象不同,二者在资源建设上存在一定的差异性㊂长期以来,地方高校图书馆与公共图书馆之间鲜有馆际互借㊁文献传递等业务的开展,使得二者无法全面㊁深入地服务地方经济社会发展㊂二是高校图书馆之间缺乏共享机制㊂高校图书馆相互间缺乏合作,没有形成高效的共享机制,智力资源缺乏科学㊁有效的交流程序㊂三是各类图书馆之间缺乏统一的管理服务平台㊂我国图书馆事业管理体系是以行政关系为主,呈现一种自上而下的纵向关系,这使得各系统之间各自为政,即使在一个系统内,也往往只有业务指导关系,而无行721总第193期大学图书情报学刊2022年第5期政隶属关系,造成地区缺乏统一的图书馆管理服务平台,形不成合力,无法有效开展校地合作㊂2.3㊀高校图书馆缺乏社会价值认同感高校图书馆主要依托自身优势,围绕参考咨询㊁文献传递等业务开展社会服务工作,服务范围和服务效应较小,几乎没产生什么社会影响㊂同时,因为缺乏有效的校内㊁校外合作和共享机制,没有较好地整合相关部门优势资源,往往是单兵作战,直接影响了社会服务成效㊁影响力和社会价值认同感,制约了校地合作的拓展[8]㊂2.4㊀高校图书馆缺乏校地合作管理人才新时代,高校图书馆馆员不仅需要一定的图书情报知识,引导或协助用户进行知识信息的获取㊁整理㊁组织及应用,还需要一定的科研能力,能够完成与学科教授和社会服务的高效对接㊂但现实中这种复合型人才尚有较大缺口㊂目前高校图书馆馆员具有较强的文献及信息检索能力,可以一定程度上帮助用户查找信息,但尚缺乏较好的科研能力,不具备与学校科研或校地服务项目完成高效对接的业务水平[9]㊂不仅如此,高校图书馆具备公关能力㊁管理能力和创新能力的校地合作管理人员远远不够,这也是校地合作的短板之一㊂3㊀高校图书馆校地合作的对策3.1㊀创建校地合作管理机制高校图书馆是高校直属机构,而不是党政部门或教学科研单位,因此可考虑通过学校办公室和科研处,联系地方政府及相关职能部门,探索校地合作的管理体制与操作机制,统筹协调校地合作事宜;同时,争取地方政府的支持,出台相应的扶持政策,打造高校图书馆与地方政府㊁政府机关㊁行业组织㊁企事业单位以及公共图书馆㊁科研院所图书馆㊁大型企业情报资料室等共同参与的校地共建管理系统㊂校办与科研处的加入,有利于居中协调高校图书馆与政府的关系;政府的引领与协调,有利于促进图书馆校地合作主体间的深度融合和服务价值创造,降低校地合作主体间交易成本,促进高校图书馆校地合作健康持续发展[10]㊂3.2㊀完善校地合作人才培养机制优秀人才是图书馆开展校地合作的前提㊂高校图书馆具有一定的人才优势,拥有一批高学历㊁高素质㊁高情报素养和学科服务能力的学科馆员㊂淮南地区现有7所高校,截至2021年底,共有工作人员148名,其中副高以上职称26名,馆员及硕士以上学位人员79名,具体见表1㊂表1㊀淮南地区高校图书馆人员构成单位职工人数(人)副高以上职称(人)中级职称及硕士以上学位(人)安徽理工大学64833淮南师范学院36719淮南联合大学926淮南市委党校521淮南职业技术学院20510安徽工贸职业技术学院826安徽现代信息工程职业学院6/4合㊀计1482679㊀㊀数据来源:各高馆官网及电话采访相关人员㊂要搞好高校图书馆校地合作,仅依靠图书馆专业人才还不够,还需要充分发挥高校各学科专家学者的作用,组织专家学者参与定题㊁定向服务㊂在淮南,安徽理工大学和淮南师范学院实力较为雄厚㊂安徽理工大学教职工4300余人,具有高级职称人员972人,拥有 115 产业创新团队4个㊁安徽省高校领军人才团队8个[11],该校安全㊁地矿㊁爆破等学科水平均居全国前列㊂淮南师范学院教职工1081人,其中高级职称人员302人,拥有2个省级人文社会科学重点研究基地,1个省级高校智库[12],文㊁法㊁经济㊁生物等学科较为突出㊂高校图书馆要全面了解学校各学科专业特色和专家学者情况及学术成就㊂这些专家学者一般都有自己的科研项目,许多科研项目正是针对地方社会经济发展的需要而立项,但由于双方交流不畅,导致理论研究与现实需要严重脱节㊂因此,如何与地方对接成为关键㊂这就需要图书馆专业人员做好协调工作,将这些专家学者纳入校地合作管理系统,让他们在校地合作体系中发光发热㊂高校图书馆要培养具有协调能力㊁管理能力㊁科研能力和创新能力的校地合作管理人才㊂当前,高校图书馆要做好图书馆馆员的系统培训,建立科学的培训㊁考核㊁评价机制,引导馆员在立足本职的基础上,提升馆员的科研意识与科研道德水平,培养馆员跨学科㊁跨专业㊁跨领域的科研素质,不断提高馆员公关㊁821王㊀玲:高校图书馆校地合作存在的问题及对策 以淮南市为例管理能力,创新工作方法[13],使其成为合格的校地合作管理人才㊂3.3㊀建设区域性图书馆联盟为有效开展校地合作,高校图书馆应主动与地区内公共图书馆㊁科研院所图书馆㊁大型企业情报资料室等联合组成区域图书馆联盟,再与省高校图书馆联盟㊁公共图书馆联盟紧密结为一体,通过资源㊁服务的联合共享,扩大图书馆服务范围和服务效率,实现高校图书馆服务地方社会经济发展的新突破[14]㊂高校图书馆还应积极寻求与政府及其相关社会组织,如政府部门㊁行业组织㊁企事业单位㊁研究院所等相关机构形成合作关系,充分发挥各方优势,探索在资源㊁服务㊁人员培训等领域的合作与交流[15],从而形成有效的校地合作机制,以保证校地合作的顺畅进行㊂淮南市在这方面有待努力㊂淮南市图书馆界曾于2010年7月㊁2011年12月分别在安徽理工大学图书馆和淮南师范学院图书馆召开 淮南地区数字资源建设研讨会 ,商讨建立全市图书馆联盟及数字资源共享平台建设问题[16-17],但后继乏力㊂笔者建议: 十四五 时期,淮南应以淮南师范学院图书馆㊁安徽理工大学图书馆为主,联合其他高校图书馆㊁公共图书馆㊁科研院所图书馆㊁大型企业情报资料室,建立淮南地区图书馆联盟㊂联盟要取得市政府的支持,并与相关政府机关㊁科研院所㊁企事业单位等机构建立协调机制,统筹协调校地合作,有效提高资源配置效率㊂市政府的首要任务是根据本市的实际情况和高校及高校图书馆资源情况做好顶层设计;协调高校图书馆与行业主管部门㊁财政部门㊁企事业单位等机构之间的关系,建立校地服务体系,构建覆盖全市的图书馆服务网络,从而实现高校图书馆和淮南地区经济社会高质量发展的良性互动㊂3.4㊀打造集成化资源共享平台图书馆联盟可根据淮南实际,在数字化文献资源建设的基础上,打造集成化的资源共享平台,集成各学科门类㊁各类型层次的综合性信息资源,与高校图书馆文献保障体系结合,形成完善的信息保障机制[18]㊂在当前校地合作体系中,高校图书馆要打破以往各自建设㊁各求其全的资源建设模式,根据各高校的人才优势㊁资源优势和技术优势,按照标准化㊁规范化的原则建立资源共享平台㊂淮南地区高校图书馆共藏有纸质图书543.84万册,电子图书515.2万册,基本满足教学和科研需要,但还不能完全满足校地合作的需要㊂因此,应以淮南师范学院和安徽理工大学为主,联合开展馆际互借和文献传递服务,搭建数字资源共享平台,包括协调采购中文数据库和外文数据库,联合建设中文书目数据库和外文书目数据库,一起建设特色数据库,共同建设淮南市经济社会发展数据库,实现图书馆资源及淮南市地方资源的无缝链接,为地方经济社会发展提供快捷㊁全面的情报服务㊂集成化的资源共享除了信息资源的共享,还包括用户㊁平台等多种资源的共享㊂如与书店的合作,既可有效补充图书馆馆藏,又能给书店带来稳定的客户源[19]㊂淮南师范学院于2020年9月1日开办了 阅+ 共享书店,读者可通过共享借阅免费阅读㊂图书馆通过馆店合作,开展线上㊁线下读者荐购活动㊂在线上,有智通达㊁云田智慧网和汇文系统三种荐购渠道;在线下,有 阅+ 共享书店 读者推荐区 读者推荐书架 及 图书荐购单 三种荐购形式㊂图书馆通过线上㊁线下融合 荐购 ,增加了精品图书的采购投入,效果显著㊂以2021年为例,图书馆共采购图书17000余种,其中来自读者荐购的就有8000余种,占比46%㊂图书馆通过馆店合作模式,不仅提高了馆藏利用率,最大限度地满足了读者的多元化信息需求,还扩大了自身影响力,推动了全民阅读的持续开展;而 阅+ 共享书店,则通过与图书馆的合作,拓宽了生存空间,扩大了客户量,提高了图书销售量,经济效益也得到了保障㊂3.5㊀建立项目运行机制高校图书馆推进校地合作,应该以具体项目为抓手,把各类合作做细㊁做实㊂高校图书馆要根据自身优势,结合地方经济社会发展的需求,通过学校科研处与地方共建一批实践项目,实现高校图书馆与地方政府部门㊁行业组织㊁企事业单位㊁社区等利益相关方的有效对接㊂通过项目的运行机制,把利益相关方聚集在一起,形成一个合作共同体,达到多赢的目的㊂这是高校图书馆校地合作的理想运行机制[20],它不仅可以提升高校及高校图书馆的知名度和影响力,使图书馆获得更多认可和发展机会,改变图书馆 校内热闹㊁校外寂然 的局面,而且可以使社会各利益相关者享受到更多的优质服务[21]㊂近年来,淮南师范学院在校地合作㊁地方文化建设等方面做了大量工作㊂如:淮南师范学院成语典故921总第193期大学图书情报学刊2022年第5期研究院㊁淮河文化研究院㊁淮南地域文化研究中心㊁淮南子文化研究中心㊁芍陂历史文化研究中心开展了有关淮南地方文化㊁淮南子文化研究,出版和发表了一大批研究成果,为淮南城市文化建设做出了积极贡献;资源型城市研究中心多年来针对淮南发展实际进行调查研究,提交了许多建设性研究报告,获得市政府采纳,为淮南这个资源型城市的转型发展提供了重要理论依据和政策建议㊂高校图书馆倘能介入其中,在政府统一协调下,利用自身人才㊁信息和技术资源优势,有针对性地为高校和地方专家学者的学术研究提供文献检索服务,并通过省高校图书馆联盟和全国高校图书馆联盟,为更多更优秀的高校学者与地方专家提供高质量服务,就能更好地发挥高校图书馆服务社会的功能,从而为淮南地区社会进步与经济发展提供最优服务㊂4　结语高校图书馆开展校地合作的关键,是创建平等㊁互利㊁共赢㊁共享的合作机制㊂高校图书馆在推进这项工作过程中,要不断激发自身与学校㊁地方政府等多元主体共同发展的需求与愿景,形成校地合作的动力源㊂参考文献:[1]钟玮.地方高校校地合作应用型转型发展研究:必要性㊁支持条件与对策建议[J].黑龙江高教研究,2021(5): 16-21.[2]王学军.在中部崛起中闯出新路㊀创造安徽发展美好前景[N].人民日报,2016-05-31(15).[3]贯彻新发展理念推动高质量发展奋力开创中部地区崛起新局面[N].光明日报,2019-05-23(1). [4]中国政府网.习近平在安徽考察[EB/OL].[2022-02-21]./xinwen/2020-08/21/content_ 5536435.htm?ivk_sa=1023197a.[5]杨静.基于新技术的公共图书馆跨界合作动因及发展策略探究[J].图书馆工作与研究,2019(9):36-41. [6]教育部关于印发‘普通高等学校图书馆规程“的通知[EB/OL].[2022-02-21]./ srcsite/A08/moe_736/s3886/201601/t20160120_228487. html.[7]曹文振.高校图书馆社会化服务的困境与突围[J].图书馆杂志,2018,37(9):51-57,85.[8]朱如龙,邢玎.基于校地合作的高职院校图书馆社会服务探索 以浙江工商职业技术学院图书馆为例[J].图书馆研究与工作,2018(10):73-76.[9]沈洋,刘恒. 双一流 背景下高校图书馆学科馆员队伍建设探究[J].图书馆工作与研究,2020(9):124-128.[10]唐虹,戴日光.城市图书馆多维联合跨界服务系统结构与运行模式研究[J].现代情报,2018,38(6):106 -110.[11]安徽理工大学.学校简介[EB/OL].[2022-02-21].https:///xxgk/xxjj.htm. [12]淮南师范学院.学校简介[EB/OL].[2022-02-21]./95/list.htm. [13]卢颖立. 四全媒体 视域下高校图书馆学科馆员胜任力素质提升策略研究[J].新世纪图书馆,2022(2):10 -15.[14]邓烨.试论高校图书馆开展校地合作的路径选择[J].经济与社会发展,2015,13(2):130-133. [15]王向真,黄刚.中医药高校图书馆社会服务创新研究 以广西中医药大学图书馆为例[J].大学图书情报学刊,2021,39(5):105-109.[16]e线图情.淮南地区第一届图书馆电子信息资源建设交流会在安徽理工大学召开[EB/OL].[2022-02-21]./Zhaiyao.aspx?id=198344.[17]淮南师范学院.淮南地区图书馆数字资源建设与创新服务座谈会在我校召开[EB/OL].[2022-02-21]./2015/0324/c199a30147/page.htm.[18]刘细文,熊瑞.图书馆跨界服务的内涵㊁模式和实践[J].中国图书馆学报,2008(6):32-37. [19]司姣姣. 互联网+ 环境下图书馆跨界融合的实践与模式[J].图书情报工作,2017,61(20):87-96. [20]赵俊颜,凌征强. 双高计划 背景下高职院校图书馆发展策略研究[J].大学图书情报学刊,2021,39(1): 44-49.[21]徐双. 互联网+ 背景下图书馆与利益相关者间跨界资源整合研究[J].图书馆工作与研究,2017(3):68 -71.作者简介:王㊀玲,女,副研究馆员㊂收稿日期:2022-03-20(责任编辑:孟凡胜)031王㊀玲:高校图书馆校地合作存在的问题及对策 以淮南市为例。

项目团队组建的基本原则（The basic principle of the projectteam）The basic principle of the project team set up according to the project scope and budget to determine the number of team membersThe initial stage of the project, the project manager may only know about the project scope, delivery of information and customers a simple description of the functional requirements of the. In order to estimate the human project, it is necessary to further refine the scope of the project.The first in the fight to a more powerful assistant enterprise, he may be the future development project manager, systems analyst or senior programmer. This is a very important point, since the project team you will have other people to participate, and to move to the outside, you find a familiar and trusted colleagues to join in the internal as well. Because you not only understand their ability, but as the old staff, their stability is relatively secure, more important is the beginning of the project, you will no longer be at least one fight a lone battle, assistant with you together and share your work pressure. Experience shows that in some people together to discuss the case of enthusiasm, the accuracy of the decision will usually improve.The next step is to spend some time with him to communicate with customers, describe the desk project scope and functional requirements as far as possible to refine some, including the needs of each function has what needs, these needs are how to cope with the formation of a business chain. What is the needto maintain system data, how to report, what needs is to give priority to the completion of the system needs to achieve the business more complex, are related to which peripheral system and the current system, whether there is a data interface and data conversion requirements etc..The refining the project after the input range of the project management system (recommended MS Project), according to the customer request priority to project is divided into several stages, each stage presented a part of function and set aside some time to prepare the risk, according to the needs analysis, coupled with the needs of system design, encoding, testing and other aspects of the project management activities.All of the tasks for implementation of similar projects have been completed for the control, estimate the number man-day of each task takes roughly, and then refer to the number of the following methods to roughly estimate the needs of the project.The total number of =man-day / (from the delivery date of the working days * work efficiency)The work efficiency refers to the ratio of effective working time and total daily working time.For example: enterprise take 8 hours work, team members may be only 6 to 7 hours to get to work, there are 1 ~ 2 hours may be absent-minded, walk around or deal with some personal affairs, so the working efficiency is between 6/8=0.75 and 7/8=0.875, according to the experience generally take 0.8 more reasonable.Y tipsI estimate the man-day of a task, the best two independent estimates, and then compared to larger gap, to listen to each other to consider, then draw a conclusion.I estimate the man-day of a task, estimates should be based on the average level of the target character rather than his ability to estimate the standard (unless the task is responsible for his own).More mature IT enterprises generally built project resources, will also provide some empirical statistical standard value,These are a good reference, but I suggest that the person in charge of the project and control a good chat, learn from, can get more accurate information.* the estimated value is relatively rough, because there are many factors have not taken into account.For example: members of the vacation plan, especially some of the expected holiday plan, restricting the relationship between tasks, personnel is not necessarily all at once in place.If the task of more than 5 man-day, it needs to be further divided into several sub tasks, so that each sub task can be assigned to only one, and you can get clear progress back within a week. Taking into account the task will have some constraint relations, some other tasks must wait until after thecompletion of the task can be started, some tasks must begin simultaneously with other tasks or synchronization is complete, try to make these basic constraints clear down. A lot of project management software provides a Gantt chart function, can easily accomplish these things.The rough estimate of the number of personnel prior to the benchmark, according to the staff roles and expected goals in place, try one by one to increase the number, to adjust the Gantt chart, until it can match the delivery date.The estimated number of teams generally need, but also consider the project budget. The project manager who rarely useful aspects of the budget control, more is the boss to tell you that the project team can not exceed the maximum number of people or even as you specify some of the staff, in this case, arguing and acceptance is not acceptable. In fact, for larger projects, there are few project managers feel they have enough staff, the project manager should still do estimation of the staff, and try to find feasible solutions. So when the staff is really serious shortage, you now have some convincing data, or you take what the boss and the boss talk, and what you believe.The candidates for the above systems analysts, give priority to internal selectionPlay a key role for the project, should consider the internal optimization selection.This has several benefits:First of all, you are more familiar with these people, you understand their weaknesses and strengths, long time relationship with colleagues, make you easy to get along with and cooperation.The initial stage of the project, these people's responsibility and ability are more important, with their help, the project will have a good start.These people are more senior employees, stability and security, the project implementation process, may have members leave, but as long as the core of the people did not go to room space is relatively large, the project is not easy to suffer a fatal impact.The staff is not necessary once in place, the priority should be to ensure that the first phase of the demandNo one can be absolutely accurate estimates of how many people need to project, method suggested above is only a rough estimate, in order to more accurately estimate must be based on the system design, and further refinement of the task, and make a more detailed plan. This is not done in the initial stage of the project. Not only that, with the progress of the project,The members of the system and business more and more deeply understanding, will continue to improve the encoding efficiency, human needs and tasks also need to adjust. The one-time in place, may cause the waste of resources; on the other hand, if the beginning is in human resources tight, once the unexpected event occurs, there will be no leeway. As acompromise approach, a proposal began to focus on the first stage of human needs, and at the appropriate time, according to the actual requirements of the project, add staff in a timely manner to meet the needs of the next phase. This requires to take into account the situation in place of the echelon personnel at the start of the project task plan. This approach is very effective for large scale project, can save cost.The above content is reproduced.。

Cooperation, Coordination, and CollaborationAdapted from the works of Martin Blank, Sharon Kagan, Atelia Melaville, and Karen Ray. EssentialElementsCooperation Coordination CollaborationVision and Relationships • Basis for cooperation isusually betweenindividuals but may bemandated by a third party• Organization missions andgoals are not taken intoaccount• Interaction is on an asneeded basis, may lastindefinitely• Individual relationships aresupported by theorganizations they represent• Missions and goals of theindividual organizations arereviewed for compatibility• Interaction is usually aroundone specific project or taskof definable length• Commitment of theorganizations and theirleaders is fully behind theirrepresentatives• Common, new missions andgoals are created• One or more projects areundertaken for longer-termresultsStructure, Responsibilities, and Communication • Relationships areinformal; eachorganization functionsseparately• No joint planning isrequired• Information is conveyedas needed• Organizations involved takeon needed roles, butfunction relativelyindependently of each other• Some project-specificplanning is required• Communication roles areestablished and definitechannels are created forinteraction• New organizational structureand/or clearly defined andinterrelated roles thatconstitute a formal division oflabor are created• More comprehensiveplanning is required thatincludes developing jointstrategies and measuringsuccess in terms of impact onthe needs of those served• Beyond communication rolesand channels for interaction,many “levels” ofcommunication are createdas clear information is akeystone of successAuthority and Accountability • Authority rests solely withindividual organizations• Leadership is unilateraland control is central• All authority andaccountability rests withthe individualorganization which actsindependently• Authority rests with theindividual organizations, butthere is coordination amongparticipants• Some sharing of leadershipand control• There is some shared risk,but most of the authorityand accountability falls tothe individual organizations• Authority is determined bythe collaboration to balanceownership by the individualorganizations withexpediency to accomplishpurpose• Leadership is dispersed, andcontrol is shared and mutual• Equal risk is shared by allorganizations in thecollaborativeResources and Rewards • Resources (staff time,dollars, and capabilities)are separate, serving theindividual organization’sneeds• Resources are acknowledgedand can be made available toothers for a specific project• Rewards are mutuallyacknowledged• Resources are pooled orjointly secured for a longer-term effort that is managedby the collaborative structure• Organizations share in theproducts; more isaccomplished jointly thancould have been individuallyTypes of Collaborative Structures and Ventures•Advisory committees generally respond to organizations or programs by providing suggestions and technical assistance.•Affiliation: A loosely connected system of two or more organizations with a similar interest(s).•Alliances: Formal collaborations whereby organizational decision-making power is shared or transferred and the organizations will continue thealliance for the foreseeable future.•Coalition: An organization of diverse interest groups (usually independent organizations) that combines human and material resources to effect a specific change the members are unable to bring about individually.•Consortia tend to be semi-official, membership organizations. They typically have broad policy-oriented goals and consist of organizations and coalitions as opposed to individuals.•Commissions usually consist of citizens appointed by official bodies.•Co-sponsorship: Two or more organizations share (although not always equally) in providing a program or service.•Endorsement: Providing approval or support of a concept or action already conceptualized or completed by someone else.•Federation/Association: An alliance of member organizations established to centralize common functions.•Joint Venture: A legally formed alliance in which member organizations maintain joint ownership (generally through a joint governance board) to carry out specific tasks or provide specific services•Networks are generally loose-knit groups formed for the purpose of resource and information sharing.•Task forces often come together to accomplish a specific series of activities, often at the request of an overseeing body.Collaboration: What Makes it WorkResearch indicates that the following factors influence the success of collaborations. Which of these factors seem especially pertinent to the Rainier Beach NAC choice about organizational structure?Environment• History of collaboration or cooperation• Collaborative group seen as legitimate leader • Favorable political and social climateMembership Characteristics• Mutual respect, understanding and trust• Appropriate cross-section of members• Members see collaboration as in their self-interest• Ability to compromiseProcess and Structure• Members share a stake in both process and outcome• Multiple layers of participation• Flexibility• Development of clear roles and policy guidelines • Adaptability• Appropriate pace of development Communication• Open and frequent communication• Established informal relationships andcommunication linksPurpose• Concrete, attainable goals and objectives• Shared vision• Unique purposeResources• Sufficient funds, staff, materials and time• Skilled leadership。