Search Documents

By S. K. Palm

Volatility is a fact of life in the mining industry. Prices of and demand for mineral products are among the most volatile of those for any product. The volatility of these markets wreaks havoc on both corporate management and the personal lives of mining people. Yet, until recently, it has been difficult to assess the impact of volatility on business strategy. This paper discusses how mining firms can profit from market volatility through an operations strategy that stresses operating flexibility. The foundation for our strategy analysis is the observation that a mine is analogous to a stock option. Techniques based on those developed to value stock options have recently been extended to the field of mine valuation. The insights provided by option pricing are very valuable in the development of mine operating strategy.

Jan 1, 1986

By Charles F. Herbert

Placer mining in Alaska had a desultory inception at Sumdum in 1869 and, during the years 1880 to 1896, received thin nourishment from the readily exhausted gold placers at Juneau and the longer- lived deposits in the Circle, Fortymile, and Rampart Districts. Finally, in 1897, the great Klondike discovery in Canada's Yukon Territory brought thousands of gold seekers to the Far North. These men, in successive, far-reaching gold rushes, found the large, rich gold deposits at Nome, Fairbanks, and Iditarod, as well as many smaller placers. The hectic rushes during the years from 1898 to 19 10 were comprised of hundreds, sometimes thousands, of "stampeders," as they were called. Since very many Alaskan creeks, from the crest of the Brooks Range in the north to the Pacific Ocean in the south, carry at least a few flakes of gold, there was ample seed to start a new stampede. Of the 100s of reported "strikes," nearly 50 became more or less important placer mining districts; by 1910 they had produced about 184.2 fine Mg (6.5 million fine oz) of gold; the all- time peak production year was 1906. A few of the miners and prospectors prospered, but the total value of all gold produced failed, by a wide margin, to cover the aggregate costs incurred by them in the undeveloped Territory of Alaska. On the other hand, the traders with their readily salable supplies of food, tools, and hardware and the freighters with their teams of dogs or horses and boats of all kinds profited throughout the era of stampede.

Jan 1, 1991

By A. Tsouchlaraki

The physical relief is a variable of utmost significance in the course of the analysis, evaluation, design and management of the visual environment. In this sense, there are cases where it would be desirable to isolate the relief from the other elements making up the visual environment and to investigate its visual value separately. Such cases include the technical works that cause major and permanent alterations to the relief, as well as the works, of which the spatial arrangement depends on the morphology of the ground. Slopes, distances, hypsometric difference values, viewsheds are elements of the relief that affect the visual value of a landscape, but also the ability of a particular landscape to accept and absorb new activities. This paper describes an evaluation and prediction model of the visual value of the landforms. A questionnaire survey takes place in order to investigate the public preference, using a sample of 221 persons in the broader area of Athens. The means used to demonstrate the various forms of reliefs are 32 perspective digital relief images. Following this and in order to investigate the elements of the relief that affect its visual value, 20 quantitative indices were developed and examined so as to select the best ones. Linear prediction models of the visual value were investigated from the previous elements, through a regression process. The applications of the proposed model in physical environment planning are many, such as the prediction of visual impact by arranging works that alter the relief of a region, as it happens in mining, metallurgical and waste disposal sites.

Jan 1, 2005

By A. M. Gaudin

At the 1971 Annual Meeting we presented a paper on the results s obtained by wet magnetic separation on very fine, slightly magnetic material . Considerable interest was shown in a corollary subject, namely; on the type of magnetic con¬struction of the Magnetic Engineering Associates (MEA) high-intensity magnetic separator (HIMS). it is the purpose of this paper to describe the principles of this separator and to give answers to many of the questions directed at us both in session and privately since the March 1971 meeting of the AIME. It is well-known that passage of a direct electric current through a wire shaped in the form of a loop results in a magnetic field being created in the volume enclosed within the loop. The magnetic field is proportional to the amperes of electric current passing through the wire. If the wire is in the form of a solenoid consisting of 11 turns, the magnetic field is n times larger. Hence the expression ampere-turns commonly associated with magnetic separators. If a particle, free to rotate and of higher magnetic susceptibility than the medium, is placed in a magnetic field, it will orient itself within that field, and it will move within the field in such a way as to go into a more intense part of the field. The traction on the particle is proportional to its inherent magnetic property which depends on its magnetic susceptibility and its volume, to the mag¬nitude of the field at the spot where the particle is situated, and to the magnitude of the field gradient at that spot. Of the three factors that control traction on a particle in a magnetic field, the magnet designer can effectively control two, the magnetic field and the field gradient. In a wet magnetic separator such as the HIMS magnetic separator, there is another force exerting traction on the particle, and that is the force of the fluid (liquid) on the particle. It is, therefore, essential to examine the relationship of the fluid to the magnetic field. First, assume the water in which magnetic and non-magnetic particles are suspended to be stagnant. In the absence of magnetic field, the only forces acting on the particles are those due to gravitation on the particles and on the fluid displaced. This is the subject, so important in gravity concentration, discussed in elementary texts of mineral engineering'.

Jan 1, 1972

By C. T. Thompson

"Rotary percussion" implies two types of energy, rotary and percussion. Into these categories fall rock' drills of varying sizes. The larger ones drill above 6" diameter holes; the medium size, 2 3/4" to 4 1/2" holes; and the smallest, 1 1/4" to 2" holes. Essentially, the larger holes are drilled with doom-the-hole drills using tri-cone bits. Percussion energy evolves from the drill piston and rotation power from the rotary table or overhead drive, using drill collars or pull down mechanism to preload the bit.

Jan 1, 1963

By José A. Matar Ibañez

Geologic terranes in Argentina include potential mineralized environments from localized younger Precambrian cratonic outcrops through Paleozoic sequences, generally in the northwest or under younger cover, to the Mes[o] zoic-Cenozoic Andean Systems in western and southern Argentina. Argentina is self sufficient or nearly so in many metallic, nonmetallic, and energy commodities, and exploration in each of these categories is ongoing. Present production of precious metals (silver and gold) is important, and many recent discoveries of base metals, precious metals, alloy metals, and other mineral categories have been made. Economic trends, geologic environments, and commodity types important in actual exploration are described, and it is emphasized that extensive areas showing attractive alteration, geochemical, and geological anomalies, especially of porphyry, cordilleran vein, and epithermal characteristics, remain to be fully evaluated.

Jan 1, 1986

By Robert M. Cox

A thorough geological engineering investigation is required before surface lands overlying abandoned underground mines can be safely recommended as building sites. The major problems confronting the geological engineer are assembling accurate geologic and mining information and developing an accurate rock mechanics model of the situation. A successful investigation requires a combination of technical expertise in rock mechanics and engineering geology tempered with practical engineering judgment. The results of a good study are not always favorable to the prospective builder.

Jan 1, 1975

By John Duff Erickson

Computer use has become an integral part of mine planning at Kennecott Copper Corporation?s Utah Copper Division, Bingham Canyon mine. Engineers are using the computer for development drilling calculations, mineralization grade interpolations, ore value summaries, long-range mining plans and short- range mining plans. The versatility of the computer has made it possible to explore many mining plan variations and to develop plans covering varying time intervals and production rates. This paper will summarize computer use in long-range mine planning, tell how short-range mining plans are prepared by conventional methods and discuss the development and application of short-range mine planning by computer.

Jan 1, 1966

By William L. Rose

Production scheduling is an integral part of intermediate- and long-range open-pit mine planning, affecting equipment selection, manpower requirements and project economics. The development of mining phases, or pushbacks, is discussed in conjunction with generating the best spatial extraction sequence. An approach to scheduling production from these mining phases is then described. Using computers and a production scheduling algorithm, the impact of cutoff grade and advanced stripping policies can be evaluated through sensitivity studies to maximize the return on project investments.

Jan 1, 1985

By William L. Meyer

With high expectations and promises, computers were introduced to the mining industry in the late 1950s and 1960s. Applications spread in the 1970s when capabilities began to catch up to early promises, and people within the industry began to see the benefits of using computers in business and engineering. The 1980s have seen a wide acceptance of computers, both large and small, and the use of computers is accelerating throughout the industry. Computers have changed dramatically over the last 25 years. The power of some microcomputers matches the capabilities of main frame computers from less than 10 years ago. The variety of software on these micros exceeds what is available on many larger computers today. Changes over the next 10 years are likely to be greater than those of the last 10 years. Making use of available computer technology while trying to cope with the rapid changes in this industry will take much effort within mining. To take advantage of existing computers, consider and evaluate: project needs and applications; professional, administrative, and support personnel; computer software and technology; and computer and related hardware. Note that this list is in the order of decreasing importance. These categories are also presented in the order for which organization and solutions should be provided to get the most out of computers. To start with a computer and go up the list has cost many mining companies needless expenditures, wear and tear on personnel, and frustration. It is assumed for this article that the need for computer tools is self evident. You can do without a computer by using the appropriate techniques (manual methods) with any required shortcuts plus a lot of personnel time. Indeed, several companies are doing that as a "solution" to what to do with their excess engineering personnel in these lean times. However, the future may be better served if some of these people could be prepared to handle the applications and technology presently available. People and Problems To present the factors related to turning the computer into a productivity aide, it may be enlightening to examine some common people problems that reduce productivity. The most valuable resource any mining company has is its mining professionals. And, particularly with computers, people either make the successes or create the barriers, not the machines. The following list of people problems (syndromes and complexes) has been amply observed during some 23 years of the author's experience with computers and their applications in mining. Home Grown Syndrome - "Nobody else can really understand my problem or provide `exactly' what I need to solve it." While there may be some truth to this syndrome, it would be an unusual project that cannot be handled with existing solutions for at least 75-80% of the needs. Having a base to build on will also speed the development of any remaining needs. It does not seem justified to start all over for a new application, even if "our problem is unique." Not Invented Here Syndrome - This "justification" for the continued existence and budgets of some groups has various forms: "It wasn't done here so it obviously can't do the project the way I think it should be done"; and, "If it wasn't invented here, it obviously

Jan 11, 1983

By Ava Walker

The first form of a surety bond was an honest handshake between two or more parties agreeing to a decision, and their personal guarantee of following through to completion. This has all changed. In 1895, the United States Treasury Department disclosed that $35 million worth of personal surety guarantees on file had become worthless. A law was then passed requiring all surety bonds, in favor of the United States, must be corporate surety bonds. Today, a surety bond is one of the nation's leading fi¬nancial instruments used to guarantee the completion of an obligation. One hundred-fifty years before cor¬porate surety bonds, outcrops near Richmond, VA, were being mined. These surface mines became under¬ground mines. Today, both are still being used to obtain a leading energy source, coal. Since that time, more than 5956 km2 (1.47 million acres) of coal mined lands have been reclaimed in the US (Coal News, August, 1987). More than 25,000 state and Federal mining permits cover¬ing 14,164 km2 (3.5 million acres) have been issued during the last 10 years. Coal production has exceeded 7.2 Gt (8 billion st). More than 5665 km2 (1.4 million acres) of mined land has been reclaimed by active coal mining opera¬tions and 267 km2 (66,000 acres) of abandoned mined lands have been re¬claimed by others. Reclamation bonds were freely writ¬ten in the 1970s. So why are they almost extinct today? Contract bond losses have been severe in the past several years, sureties reporting losses exceed¬ing 110%. But the same proof is not provided on coal reclamation bonds. A surety bond is generally required when one party has an agreement with another party, and that party wants a guarantee from a third party that a job will be completed according to the terms and conditions of a written contract. In the case of a reclamation bond, the surety company (surety) is the financial party. It extends the credit and a guarantee to the obligee (the State, Commonwealth, or Office of Surface Mining) that the principal (the coal operator/company) will complete the terms and conditions of the contract (the rules and regulations governing mining and reclamation). The Surety Association of America defines a surety bond as an agreement providing for monetary compensation should there be a failure to perform specified acts within a stated period. Webster's Dictionary defines surety in the following ways: "l: the state of being sure; 2a: a pledge or other formal engagement given for the fulfillment of an undertaking and; 3b: one who has become legally liable for the debt, de¬fault, or failure in duty of another." Banks never make accommodation loans. Either the loan is good or no loan is made. Surety companies feel the same way about surety bonds. In fact, the average person does not realize the dangers of becoming surety for another. How does a surety determine if a company is worthy of receiving surety credit? How is a coal account under¬written today for an obligation that may not be released for many years? When a surety company executes a reclama¬tion bond, it financially puts its name behind the coal company and its guaran¬tee that should the coal miner default on the obligation, the surety will fulfill the contract. How is the surety to determine if a coal company may still be in business five, 10, 20, or 40 years from today?

Jan 1, 1989

By Hal McVey

"Philosophy" addresses the definition and assigning of importance to the marketing of by-products. Two examples, one in metals and the other in industrial minerals, explore prime product to by-product relationships. Relative revenues from all products illustrate the importance of by-products to economic feasibility. "Mechanics" takes a broad view of the types of marketing organizations that are applicable to individual circumstances in the marketplace. In-house marketing as well as agents, merchants and trading companies are outlined and discussed. Philosophy Definition Of Terms Philosophy Definition Of Terms The definition of terns for a paper such as this is generally a necessary but not-very-interesting exercise. However, in simply trying to clearly define the term "by-product" some interesting relationships between products arise and the line of demarcation between "product" and "by-product" often becomes obscure. The search for that distinction represents the philosophy portion of the title. A couple of definitions of philosophy can even help to set the tone for what follows. According to Webster, philosophy is : 1 Pursuit of wisdom. 2. A search for a general understanding of values and reality.

Jan 1, 1983

By William J. Wasko

Maintenance of mining equipment has become so complex and important from a cost and product ion standpoint that the organization must be set up in an engineering fashion to be successful. Production costs are greatly affected by proper maintenance. Tonnages can only be met when operating time is at its maximum and breakdown time is at its minimum. Last, but equally important, large capital expenditures must be protected and improved The effectiveness of the maintenance program will, in many respects, be a direct, result of the effort put torch in developing the overall program. Once the need of maintenance is realized, the next step is to determine what the organization should be and what it should accomplish. Follow through is then most vital. Preventing machine breakdowns and reducing maintenance costs are the primary goals of all maintenance organizations. Good preventive maintenance, a system for inspecting equipment and a complete record of inspections will help attain these goals.

Jan 1, 1966

By Allan M. Johnson

Dewatering is a major operational cost at sane mines. Under certain conditions, costs associated with water disposal may continue beyond the productive life of the mine. For mines with mineralized waters, this is of special concern. Since 1974 experience has been gained from the examination of a number of closed underground metal mines that exhibited drainage problems. It was observed in certain cases, that had appropriate steps been taken prior to closure, that the resulting drainage problems could have been largely avoided. The pre-closure steps would have involved alteration to the "plumbing system" of the mines: i.e., the drifts and crosscuts interconnecting the workings of the mine. This could have best been accomplished by the placement of bulkheads and/or selective drifting. In addition to reconfirming that hindsight is 20-20, a lesson learned from these case studies shows that a relatively simple hydrologic evaluation prior to mine closure may avoid a troublesome and costly drainage problem.

Jan 1, 1983

By Edgar A. Scholz

The purpose of this paper is to make a comparative cost analysis of domestic and foreign exploration projects which developed into mines during the 1960-1974 time period. A total of 18 mining companies, American and Canadian, were approached to solicit cost data on domestic and foreign exploration projects which developed into mines. Only 20 percent of the companies to which questionnaires were sent made data available. Several companies answered negatively, informing us that they would have difficulty in attempting to sort our costs. Some companies were usable to release cost details. It is comforting, however, to realize that some of the non-contributing companies expressed eagerness to hear the findings of this paper. Inasmuch as the data available on exploration expenditures is, in some cases, somewhat uncertain and that no two mining companies follow the same system of cost allocations, the results obtained in this analysis should he interpreted as trends of a general character.

Jan 1, 1976

By James W. Mitchell

On December 2, 1942, a scientific team lead by Nobel Prize winner Enrico Fermi first initiated and controlled a self-sustaining nuclear chain reaction. This historic event occurring beneath the stands of the University of Chicago football stadium instantly created an entirely new and tremendously broad area of technology. Indeed, the event probably changed the course of world history and considering the curret energy shortage, it probably came none too soon. Following many technological breakthroughs in the ensuing years, this event led to the first full scale nuclear fueled electric generating plant. In December, 1957, the Shippingport Nuclear Power Plant became operational and the United States had entered the era of the nuclear fueled electric generating station. Today, only fifteen years later, there are some thirty-five operating nuclear power plants in the United States with another 56 under construction and 116 on order. Still, we are only scratching the surface of this tremendous energy source. In 1970, less than one-percent of the total electric generating capacity in the United States was nuclear fueled. By 1985, it is projected that 45% of our generating capacity will result from nuclear power plants. These projections are based upoa statistics of six months to a year ago and considering the current energy shortage and recent attempts by the United States Atomic Energy Commission (USAEC) to speed the licensing process and encourage standardized plants, the contribution of nuclear power to our total generating capacity may be even greater. In summary, it is obvious that nuclear power is now, and will continue, playing an important role in our future. Those factions of government, industry and the professional community charged with fully developing this tremendous energy source must deal with it rationally, logically and expediently. The various environmental considerations in nuclear plant siting play an important role in the overall plan.

Jan 1, 1974

By Sandy Clamage

"Seeing the elephant" was a term often heard from 1849 to 1859, the period of the great California Gold Rush. The phrase was used by those who dreamed of instant wealth that was believed could be found in California's virgin earth and mighty rivers. When news of fabulous gold strikes throughout the Mother Lode reached far away places, thousands of gold seekers left home and family to join in this incredible adventure. The barren, placid state of California soon became one of the most bustling, populous areas in the West. Before the Rush Before 1848, Mexico ruled California. It was then a remote region, isolated from the urbane world of the East by 2900 km (1800 miles) of scorching desert and impassible mountains. By sea, it was 29 000 km (18,000 miles) via Cape Horn. Spaniards and Mexicans settled the coastal lands on tracts donated to them by the Mexican government. The inland area was the domain of Indians and a few settlers who also had been granted estates by the government. Among those settlers was Captain John Sutter. He had been fortunate enough to obtain about 11 leagues of land (spanning 100 km or 60 miles in length) from Governor Alvarado of Mexico. Sutter was somewhat of a visionary and possessed a gifted tongue. He managed to receive most of what he desired with minimal trouble. Enchanted with Sutter's personality, Alvarado promised him Mexican citizenship. Alvarado also commissioned him to become "representative of the government and officer of justice on the Northern frontier." With uncanny foresight, Sutter began building a fortress on his land in the Sacramento Valley. It later became known as Sutter's Fort. It was more than just a fort, however. It also became a stopping place and home for many foreigners and Americans who traveled to California, and it eventually became the mecca for overland pilgrims. Sutter engaged in many projects. These included a cattle ranch, fur trade and trapping, and the construction of an irrigation system. With the influx of immigrants over the years, the community around the fort grew rapidly. Lumber was much in demand and Captain Sutter agreed to supply the necessary capital for a community sawmill. The site chosen was some 72 km (45 miles) northeast of the fort on the south fork of the American River in the town of Coloma. During the course of its construction, Sutter's carpenter, James Marshall, discovered a problem with the tailrace on the mill. First Strike Early in the morning on Jan. 24, 1848, Marshall was checking the tailrace. He noticed an object shining in a foot of water at the bottom of a ditch. He reached down and picked it up. His heart began to thump wildly as he realized he was holding a gold nugget. Sutter planned to keep the find a secret for as long as possible. He knew very well that he could become an extremely wealthy man. The ever loyal Marshall remained faithful to his employer and the pair did their best to obtain more

Jan 3, 1985

By A. Unal

Barbaro et al. (1990) implemented a tedious study aimed at delineating the short-scale spatial variability of sulfur in a coal seam. It is not possible, however, to extend their conclusions to any other coal seam or use theirs in any other fashion, because the background geology was not presented. Nor were the conclusions accompanied by geological interpretations in the paper. In addition, an unfortunate printing error occurred where the total sulfur (determined by High Temperature Combustion) variogram in Fig.3 was duplicated in Fig. 2 instead of the seam height variogram. A more serious error, however, has been committed in the definition of the variable, seam height. What is defined as seam height by Barbaro et al. (1990) is, in essence, mining height, and is not a regionalized variable that should be studied by geostatistical methods directly. Despite the fact that the variable, seam height, is not defined in the paper explicitly, the following quotation discloses the fallacy: "All roof rock that exceeded 1.8 m (6 ft) from the floor was not taken because the longwall was operated to not mine more than 1.8 m (6 ft) unless the coal seam height exceeded 1.8 m (6 ft)." From this definition, the seam height, and therefore the sampling height, is equal to the actual coal thickness, if the coal thickness is greater than 1.8 m (6 ft). Otherwise, it is equal to the sum of the coal thickness plus the thickness of the roof rock that complements the thickness to 1.8 m (6 ft). In the latter case, the seam height is constant and equal to 1.8 m (6 ft). It is possible to conduct a variogram study on a pool of samples that are realizations of two different variables. But the conclusions derived would not belong to any one of the two variables uniquely and, therefore, do not possess any significance. Geostatistical analysis is irrelevant for the sum of multiple regionalized variables formed by arbitrary selections. In a two¬seam setting, for example, the mining height, as defined by the thickness of one seam at one location and the thickness of both seams at another location (due to quality and/or minimum thickness considerations perhaps), should not be used in the calculation of one common variogram. The two seams should be modeled separately. They can then be combined according to the specific purposes of the study. On the other hand, if a constant is added to a regionalized variable (to incorporate dilution perhaps), the variogram of the new variable will not change. Barbaro et al.( 1990), surprisingly, does not give any geologi¬cal interpretation of their results despite the fact that most of them can be explained by the origins of sulfur in a coal seam. The presentation of the results of a geostatistical study with no reference to the geology of the deposit is uninformative. It may also be misleading for the potential users of geostatistics. It is not unusual to find nuggets of pyrite in coal seams. In such cases, pyritic sulfur will probably display a spatial structure for only a very small distance that will appear in the experimen-

Jan 1, 1991

By Robert C. Sutter

In 1958, it became obvious to some of us in the solution mining business that there were certain problems in connection with our sodium chloride brining operations which were industry- wide. These were the types of problems which, while they were important to the safe and economical operation of our salt brining operations, were not such that their solutions would give an individual company a great competitive advantage over his competitor; and since they involve the safe and efficient mining of a natural resource, it was obvious that the answers would, in any event, be shared industry-wide. Since we were dealing with underground solution mining and, consequently, unseen and remotely controlled operations, the problems are formidable and the solutions difficult. While all of us were doing work to improve our operations, none of us could justify the expenditures necessary for basic research in these areas. Consequently, the idea was conceived of research sponsored by many companies with the same problems. In 1960, 11 companies entered into a' formal agreement to jointly support research on a specific problem of sodium chloride solution mining. The project to be undertaken was the development of a method for measuring the size and extent of underground solution cavities in sedimentary salt beds. It was agreed that all research was to be performed by independent research organizations. A part-time consultant or administrator was retained to administer the research contracts and to provide technical advice.

Jan 1, 1966

By Karl A. Smith, Roger T. Johnson, David W. Johnson

Conflicts are common in the mining industry. Engineers are accustomed to addressing issues such as land use, air and water pollution, and health and safety. Although conflicts of interest are important in the industry, they do not have the impact on organizational decision making that controversy does. Controversy is a type of conflict, probably the most important type, for effective decision making and competent problem solving. It exists when one person's ideas, information, preference, choices, conclusions, theories, opinions, or perspectives are incompatible with another's and the two seek to reach an agreement (Johnson and Johnson, 1979). Interpersonal and intergroup controversy is prevalent in the day-to-day functioning of organizations. If constructively managed, this type of controversy has important implications for effective decision making and problem solving. Too few organizational members accept controversy, and almost none attempt to stimulate it. This is because too few of them understand controversy well enough to accept and use it effectively. Most organizational personnel lack the interpersonal skills needed to stimulate controversy and manage it effectively. Discussion of conflicting ideas may not be common in problem solving situations due to the fear and anxiety most people feel in conflict situations. Traditionally, organizations suppressed conflict. They believed it was avoidable, caused by management errors. Optimal organizational performance required its removal. Conflict, though, is inevitable. And optimal organizational performance requires a moderate level of conflict. Management should manage the level of conflict and its resolution, for optimal performance. The current view stresses the importance of controversy for learning. Confronting a person with a different point of view stimulates that person to gather more information to elaborate, justify, or provide rationale for their position. Controversy: Process and Outcomes The decision making process begins with participants categorizing and organizing current information and experiences so that a conclusion is derived. When participants present their conclusions to another group and realize their conclusions are being challenged, a state of internal conceptual conflict or uncertainty ensues. This uncertainty motivates the challenged group to actively search for more information, experiences, and a more adequate cognitive perspective and reasoning process to resolve the uncertainty. Participants will adapt their cognitive perspective and reasoning through understanding the perspective and reasoning of others to derive a new or reorganized conclusion. This process may be repeated several times before a decision is reached. The active search for additional information on the alternatives is also promoted, along with greater mastery and retention of information and a more accurate understanding of opposing viewpoints (perspective taking). Of the many positive outcomes of the use of controversy, the effect on higher level cognitive reasoning and processing is especially important in engineering decision making. Research has been done on expert-novice difference in medical diagnoses, physics problem solving, and geological exploration. It shows that preparation for verbal interaction and the actual verbal interaction with peers with differing view-points promotes the development of expertise. Constructive Controversy Conditions Some controversies among decision makers concerning their preferred solutions to a problem can be beneficial. But sometimes they are not. As with all types of conflict, the potential for either constructive or destructive outcomes is present. Whether the consequences are positive or negative depends on the controversy and the way it is managed. The conditions and procedures of controversy management that determine the outcome include: the goal structure within which the controversy occurs; the degree of heterogeneity of decision makers; the amount of relevant information distributed among decision makers; the ability of decision makers to disagree with each other without creating defensiveness; and the perspectivetaking skills of the decision makers. Goal structure: Two possible contexts for controversy are cooperative and competitive. A

Jan 3, 1985