This symposium brings together seven systematic biologists to discuss the relationship between phylogenetic systematics (cladistics) and various branches of comparative biology. Cladistic theory and method were not the focus of this symposium, but rather it addressed how the results of cladistics—that is, hypotheses about phylogenetic pattern—are an essential component of historical analysis. T...

This symposium brings together seven systematic biologists to discuss the relationship between phylogenetic systematics (cladistics) and various branches of comparative biology. Cladistic theory and method were not the focus of this symposium, but rather it addressed how the results of cladistics-that is, hypotheses about phylogenetic pattern-are an essential component of historical analysis. T...

In as much as our paper (de Queiroz and Donoghue, 1988) was intended to be a contribution to, rather than a criticism of, phylogenetic systematics, it seems odd that Nelson (1989: 277) views our efforts as being "potentially destructive to the independence of cladistics". On closer inspection, however, Nelson's reaction is understandable as a manifestation of fundamental differences between wha...

Phylogenetics is the study of evolutionary relationships. Phylogenetic analysis is the means of inferring or estimating these relationships. The evolutionary history inferred from phylogenetic analysis is usually depicted as branching, treelike diagrams that represent an estimated pedigree of the inherited relationships among molecules (''gene trees''), organisms, or both. Phylogenetics is some...

FARRIS, J. S., AND M. KÄLLERSJÖ. 1998. Asymmetry and explanations. Cladistics 14:159–166. FARRIS, J. S., M. KÄLLERSJÖ, AND J. E. DE LAET. 2001. Branch lengths do not indicate support—Even in maximum likelihood. Cladistics 17:298–299. FELSENSTEIN, J. 1993. PHYLIP: Phylogeny inference package, version 3.5c. Documentation and program. Department of Genetics, Univ. Washington, Seattle. KIMURA, M. 1...

Organizational change management is concerned with realizing strategies using models, methods and prescriptions that seek to guide the three key elements of strategic management process: strategic analysis (what is our current configuration?), strategic choice (what is our desired configuration?) and strategic implementation (how to realize the desired configuration?). To address these strategi...