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The PICO framework is also used to develop literature search strategies, for instance in systematic reviews. [3] The PICO acronym has come to stand for: [4] [5] P – Patient, problem or population; I – Intervention; C – Comparison, control or comparator [6] O – Outcome(s) (e.g. pain, fatigue, nausea, infections, death)
PICOT formatted questions address the patient population (P), issue of interest or intervention (I), comparison group (C), outcome (O), and time frame (T). Asking questions in this format assists in generating a search that produces the most relevant, quality information related to a topic, while also decreasing the amount of time needed to produce these search results.
Different search strategies for searching the space are possible. These include searching the tree depth-first, breadth-first, or best-first using some measure of desirability of solutions. The search strategy can be sequential, searching or generating one node at a time, or parallel, searching or generating several nodes in parallel.
Differing from CPU, PICO attempts to engage with the policy bureau closely in the whole policy research process, this includes selections of research topics, study scopes, collection of information and formulation of policy options. PICO would also coordinate cross-bureaux policies' implementation plans and monitor progress.
Local search is an anytime algorithm; it can return a valid solution even if it's interrupted at any time after finding the first valid solution. Local search is typically an approximation or incomplete algorithm because the search may stop even if the current best solution found is not optimal. This can happen even if termination happens ...
From July 2011 to December 2012, if you bought shares in companies when Ryosuke Tamakoshi joined the board, and sold them when he left, you would have a -12.0 percent return on your investment, compared to a 7.6 percent return from the S&P 500.
This is the least effective of the four strategies. It is without direction or focus. Miles, Snow et al. (1978) have identified three reasons why organizations become reactors: Top management may not have clearly articulated the organization's strategy. Management does not fully shape the organization's structure and processes to fit a chosen ...
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