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The protection at A detects the fault at on the busbar and causes circuitbreakers A and H to be tripped with a time delay t A . on the The protection located on the earthing connection detects the fault at transformer and causes circuit-breakers H and A to be tripped with a time delay tH . The protection located on the earthing connection acts as back-up in the event of the failure of the protection at A or the associated circuit-breaker. The protection at A acts as back-up in case of failure of the protection of an outgoing feeder or the associated circuit-breaker. When the condition 1.3I Ci I set , Di cannot be met on an outgoing feeder, directional earth fault protection should be used on this feeder so that a fault current can be distinguished from a capacitive current (see sections 7.4.2 and 10.1.1).

Although it is possible for an external observer to describe a general set of activities and tasks characterizing the process of admission into the community, the situated curriculum is more the variable outcome of ongoing workplace practices, social interactions and power relations than an invariant precondition of thought, action and learning: a situated curriculum is embedded in the working practices of a community and it cannot be considered apart from those practices Taken together, the concept of situated curriculum and that of legitimate peripheral participation aid understanding of both the socialization of newcomers and the reproduction of the community itself Through its acceptance and cultivation of novices the community of practitioners reproduces itself by perpetuating and transforming the speci c modes of acting and co-participation that de ne it A general feature of the situated curriculum is its tacit nature.

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In this final section, we provide examples, best practices, and suggested applications for the ideas, tools, and techniques we ve described in the previous two parts. We also provide some projections of where online conversation will take the practice of knowledge sharing in the future. 8, Initiating and Supporting Internal Conversation, focuses on the use of networked technologies to support communities of practice and working teams in their efforts to make the organization smarter and more efficient. 9, Conversing with External Stakeholders, describes how companies are engaging customers and consumers in conversations that reveal the thinking and preferences that drive product development and successful customer service. 10, The Path Ahead, features cutting-edge ideas, technologies, and techniques being put to use by pioneering companies today that we believe demonstrate the direction of knowledge networking in the future.

The situated curriculum is embedded in the general habits and traditions of the community, and it is sustained and tacitly transmitted from experts to novices, but while it is reproduced elements of change are introduced Social reproduction is not a mechanical process of photocopying; it is more similar to physiological reproduction which retains elements of similarity while introducing diversity Our ability to recognize a practice like doing a seminar derives from the fact that even when the context changes (local academic habits) or a contingency occurs (the technology does not work), we continue to see the pattern in the activities done The situated curriculum is one of the ways in which new knowledge, both cultural and material, is institutionalized in the community of practice As such, it is one of the most important mechanisms of organizational learning A further general characteristic of the situated curriculum is its increasing economic impact.

Intent The Business Event-Result History pattern is used to track significant business events and then to connect these events to their results. Capturing the different business events, along with their results such as decisions, contracts, statements, or products, will help you to make better business decisions. The goal of this pattern is to enable you to keep a record of all important business events, which are typically described with attributes such as description, purpose, and result. Motivation Decisions are made in every business based on significant business events that occur. Business events cause decisions to be made, and decisions, in turn, cause something else to happen. For example, if an invoice is received (a business event), a decision is made whether or not to pay. The decision to pay the invoice is the result the invoice is paid. A business is driven by events inside or outside of the business in a set direction that is a result of the business goals, visions, and strategies. The historical record, coupled with the goals, visions, and strategies drawn up for the business, provide the information you need to make better decisions and/or more accurate predictions about the business. Examples of different types of business events include: Offer to sell Sale Purchase Negotiation Delivery Complaint Payment Confirmation of payment

Problem ID Description Status In Progress In Progress Unresolved Testing Failed Test Not Tested Not Tested Priority High High Medium

This is associated with legitimate peripheral participation: at the beginning of their paths, novices experience fewer demands on their time, effort and responsibility; their tasks are shorter and simpler, the costs of their potential errors are small, and they.

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