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Related to courses of action: couldn't, by way of, at least, take it for granted


n. in the midst of or actively involved in at that time, as "in the course of business, course of employment, course of trade."

Copyright © 1981-2005 by Gerald N. Hill and Kathleen T. Hill. All Right reserved.

COURSE. The direction in which a line runs in surveying.
     2. When there are no monuments, (q.v.) the land must be bounded by the courses and distances mentioned in the patent or deed. 4 Wheat. 444; 3 Pet. 96; 3 Murph. 82; 2 Har. & John. 267; 5 Har. & John. 254. When the lines are actually marked, they must be adhered to, though they vary from the course mentioned in the deeds. 2 Overt. 304; 7 Wheat. 7. 1 See 3 Call, 239 7 Mont. 333. Vide Boundary; Line.

A Law Dictionary, Adapted to the Constitution and Laws of the United States. By John Bouvier. Published 1856.
References in periodicals archive ?
Our ability to commit ourselves to future courses of action by forming stable, future-directed intentions frees us from such difficulties.
An agent's intentions give rise to deliberative boundaries--that is, they dispose her to exclude certain courses of action from the range of possibilities she entertains in deliberation.
In some cases, the information that relates to the evaluation criteria for two or more courses of action would rate the same value on an independent scale.
As the number of courses of actions increases and they are compared using more evaluation criteria, the decision process becomes even more useful in massaging multiple pieces of data into a manageable and understandable form.
The most important characteristic of the continuum is that all the decision-making patterns along it involve a consideration of the consequences of courses of action. This concern with consequences immediately distinguishes the patterns on the continuum from the responsive pattern.
We must now distinguish "courses of action" from "consequences" and determine how they relate to each other in decisions.
The cognitive probes examined goals, cues employed, missing and incomplete data, expectancies, and courses of action considered and taken.
The coders used three major categories to describe the strategies for arriving at a course of action: constructing a new course of action, recognizing a standard course of action, and selecting among alternative courses of action. Developing a new course of action in response to an unfamiliar situation was classified as novel course of action and was an instance of option generation and problem solving.
This workgroup provided the associated cost and schedule for the courses of action we would brief for decision.
With courses of action developed that included cost, schedule, and performance implications, the next step was to select one course for execution.
While administrators should consider a variety of courses of action, they need to develop these alternative approaches only to the extent that they can analyze and compare them.
The two courses of action used most in the past three years relate to internally developing new or enhanced products and disposing of those assets, products, or businesses yielding low returns.