RESEARCH
FOR A MEANINGFUL
WORKING LIFE
Our own studies on curiosity, psychological capital (PsyCap), adaptive intelligence (AQ) and results-oriented – well-founded, practical and internationally networked.
Research is at the heart of my work. I investigate how psychological resources such as curiosity, psycap, adaptive intelligence (AQ), and results-oriented thinking make people and organizations future-proof.
My studies are developed in cooperation with international universities – including the University of Basel, George Mason University, and Northern Business School – and combine academic excellence with practical applicability. I translate all research findings into insights, white papers, and programs that have a direct impact on everyday work.
Curiosity research
THE POWER OF CURIOSITY
(2024) In "The Power of Curiosity," I describe why curiosity is perhaps the most important resource of our time. I have found that people who cultivate their curiosity not only go through life more openly, but also learn faster, think more creatively, and are generally more successful and healthier. I understand curiosity as a "knowledge emotion"—a feeling that drives me to explore unknown paths, gather new experiences, and find innovative solutions.
It is particularly important to me to show that curiosity is not a matter of age or profession, but can be specifically trained and strengthened. Using numerous examples and supported by current scientific studies, I demonstrate how this attitude is a crucial driving force for creativity and innovation, especially in times of change and uncertainty. Curiosity gives me resilience against stereotypical thought patterns, fosters my desire to experiment, and helps me to continually discover new solutions to seemingly intractable problems. In my view, the greatest enemy of curiosity is found in everyday life: the search for quick answers. If I reach for fast answers too soon, the joy of discovery is lost – and with it, the most important source of development, learning, and genuine innovation. That is why I am a strong advocate for a culture of questioning and experimentation, both in private life and in companies. I am convinced that those who create spaces, rituals, and leadership that systematically promote curiosity as a resource and understand uncertainty as an invitation to learn create the best conditions for success and enjoyment of life in a complex world. Curiosity not only opens minds and extends lifespans, but also acts as a buffer against crises.
CURIOSITY MANAGEMENT
(2015) Through our curiosity management study with the Future Institute, we recognized that curiosity is a crucial driver of innovation and future viability for us as a company and as a team. In a world that is constantly changing and becoming increasingly complex, we cannot rely on old solutions – rather, we must remain curious together, adopt new perspectives, and have the courage to continually ask questions and challenge routines. We benefit when curiosity is not viewed as a random trait, but as a fundamental emotional attitude that we actively foster and manage. Our study results clearly show: The more we cultivate and systematically support curiosity, the more successful, creative, and innovative we become. Key factors such as freedom of choice in our work, opportunities for personal development, and shared, meaningful goals make us more adaptable and strengthen our culture of innovation.
We also know that our leaders bear a special responsibility by leading by example, creating structures that foster curiosity, and being open to diverse perspectives. By jointly creating spaces for experimentation and lateral thinking, encouraging one another, and positively valuing learning from mistakes, we lay the foundation for sustainable growth and genuine change within our organization. Effective curiosity management opens up new opportunities and secures our long-term competitiveness.
CURIOSITY
(2016) In my first book, "Curiosity: How to Create a Desire for New Things and Change" (2016), I emphasize the role that curiosity killers play in our thinking and actions—and how we can ignite not only our own curiosity but also the curiosity of others. I have repeatedly observed how dangerous the urge for quick certainty is: The so-called need for closure leads us to search for simple, definitive answers instead of embarking on the adventure of not knowing. As soon as we feel we "know" too quickly, a part of our joy of discovery dies. This leads us to no longer question routines, to ignore new perspectives, and to ask fewer courageous questions.
It is important to me that we not only recognize and overcome our own barriers to curiosity, but also create spaces that foster curiosity in our environment. I advocate consciously shaping our behavior within teams, families, or companies in such a way that doubt, ambiguity, and questions are permitted – because often it is our own hasty answers that stifle the curiosity of others. Instead of always reacting with immediate solutions, we should learn to ask better questions, tolerate uncertainty, and use encounters with other people for mutual discovery. Curiosity grows strongest where we listen to one another, allow for different perspectives, and share a joy in the unknown.
I want to encourage you not only to protect your own curiosity, but also to consciously see yourself as a "curiosity promoter" for others: Those who provide inspiring impulses, ask exploratory questions, and live curiosity as a shared attitude unleash energy for collaborative learning and change. Especially in our complex and digital world, this is the most effective way to approach change with confidence and creativity.
MERCK CURIOSITY REPORT I
(2016) Merck's first Curiosity Report, published in 2016, reveals that curiosity is recognized worldwide as an essential driver of innovation and change, particularly in a business context. However, only a small percentage of respondents actually practice curiosity in their daily work, as other qualities such as teamwork and organizational skills often take precedence. The report defines curiosity across four dimensions: inquisitiveness (asking questions), creativity, openness to new experiences, and the ability to cope with uncertainty. This cross-cultural study emphasizes that a curious work environment significantly contributes to innovation, scientific progress, and improved business results.
MERCK CURIOSITY REPORT II
(2018) The Merck State of Curiosity Report 2018 examines how curiosity influences innovation in the workplace. Over 3,000 employees in China, Germany, and the USA were surveyed; 20% identified themselves as curious – these individuals exhibited more pronounced traits such as organizational skills, teamwork, and attention to detail, which are crucial for performance. Over 80% of employees stated that curious colleagues are the driving force behind the implementation of new ideas. The report also describes differences between countries: In China, a stronger emphasis on digitalization goals systematically motivates curiosity and a willingness to innovate more than in the USA or Germany.
MERCK CURIOSITY REPORT III
(2020) In the 2020 State of Curiosity Report, we examined the culture of curiosity within the company for the first time, providing a better understanding of how curiosity drives innovation. More than 9,000 employees from 23 countries participated in the survey, which measured four dimensions of curiosity – Deprivation Sensitivity, Joyful Exploration, Openness to People's Ideas, and Distress Tolerance – on a scale. With a Curiosity Index of 79.9, Merck employees scored 9.6 points above the average of external comparisons. The results show that curiosity is deeply rooted at Merck across all generations and regions – supported by existing innovation programs such as the Activate Curiosity approach. Particularly striking is the high level of employee ownership (61%) and sense of sufficient freedom for creativity (45%). The importance of curiosity as a driver in addressing global challenges is also deeply ingrained – for example, in the fight against cancer (87%) or sustainability (86%).
MERCK CURIOSITY MEASURE
(2020) The study by Todd Kashdan, his team, and myself developed and validated the multidimensional "M-Workplace Curiosity Scale," which specifically measures various facets of curiosity in a professional context. Four key dimensions of work-related curiosity were captured in international samples from the USA and Germany. Our study shows that these forms of curiosity occur and correlate with one another, regardless of country, gender, or age. A high level of professional curiosity has a positive impact on innovation, willingness to learn, and job satisfaction. The "M-Workplace Curiosity Scale" offers companies a scientifically sound tool to specifically measure curiosity and strategically promote it as a key to agility and innovation in digital transformation.
CURIOSITY IN THE WORKPLACE
(2024) Our study investigates the influence of the psychological resource curiosity, as well as psychological capital and psychological flexibility, on employees' willingness to change. An online survey with 398 participants reveals that all three resources are significant predictors of general readiness for change. The study particularly highlights that curiosity has the strongest direct influence on general readiness for change, while psychological capital primarily fosters the cognitively and emotionally specific readiness to adapt. The recommendation is to specifically promote these three resources within organizations to significantly increase the acceptance and success of change processes and to create resilient, adaptable structures in the long term.
INTERNATIONAL CURIOSITY
(2025) Todd Kashdan, his team, and I presented the international study "Multiple Dimensions of Workplace Curiosity: Evidence of Generalizability in Nine Countries." It demonstrates that workplace curiosity is a multifaceted phenomenon that is consistently measurable and relevant across different cultures. The study analyzed four dimensions of workplace curiosity: Joyful Exploration, Deprivation Sensitivity, Stress Tolerance, and Openness to People's Ideas. The research team used data from adult employees in a total of 23 countries but focused on nine countries with over 250 participants each for robust comparisons: Germany, the USA, China, France, India, Italy, Taiwan, Brazil, and Mexico. The results confirm that the four-dimensional approach to workplace curiosity is applicable across cultures, regardless of age, gender, or origin. Of particular note is the methodological validation of the measurement instrument: The study recommends a more compact version of the Workplace Curiosity Scale that still reliably captures curiosity types in the workplace context. We emphasize that curiosity is a key driver of innovation, well-being, and adaptability in dynamic organizations. At the same time, they demonstrate the importance of regularly reviewing the international validity of curiosity measurement tools to ensure that interventions and development programs are targeted and evidence-based.
350 YEARS OF MERCK CURIOSITY BOOK
(2018) Merck's Curious2018 Conference in Darmstadt was the international flagship event for the company's 350th anniversary, bringing together visionary scientists, Nobel laureates, entrepreneurs, and startups. The conference aimed to consolidate forward-looking approaches from science, technology, and business to address humanity's major challenges and to provide new impetus for research and innovation. In his foreword to the event, Carl Naughton emphasizes that curiosity is the driving force behind progress, creativity, and genuine innovation. He highlights how curiosity connects science and entrepreneurial spirit, overcomes routines, and enables sustainable change processes in organizations and societies. Naughton's perspective makes it clear: The conference is not only a stage for excellent research but also a forum for bold questions, interdisciplinary exchange, and the journey toward a better future. The Curious2018 Conference set new standards for networking and vision—with high-caliber keynotes, panels, innovation awards, and the Darmstadt Science Declaration, which encouraged participants to actively promote science and global progress. Carl Naughton's foreword symbolically represents the central spirit of the conference: to give space to scientific curiosity, to promote it in a targeted manner, and to understand it as the key to tomorrow's solutions.
CURIOSITY LEADERSHIP
(2025) In Wirtschaftspsychologie aktuell, Carl Naughton highlights the central importance of curiosity for successful and contemporary leadership. In a world of constant change and increasing complexity, curiosity is far more than a "nice-to-have": Leaders who are curious create an inspiring work environment, foster innovation, collaboration, and sustainable business success.
Naughton bases his arguments on current scientific studies and his own practical research, which demonstrate how curiosity breaks down routines, fosters openness to new things, and facilitates dealing with uncertainty. He explicitly recommends that leaders cultivate curiosity within their teams – for example, through open-ended questions, encouragement of experimentation, and a constructive culture of learning from mistakes.
Furthermore, the articles and expert contributions emphasize best practices for harnessing curiosity: According to Naughton, courage to embrace unusual perspectives, targeted promotion of psychological safety, and ongoing reflection are essential for unleashing innovative power and effectively shaping transformations.
Future Courage Research
COURAGE FOR THE FUTURE - TRANSFORMATION
(2025) The second book, "30 Minutes of Future Courage," by Carl Naughton and Andreas Steinle, describes how companies and individuals can develop future courage as a key resource for sustainable success and a willingness to embrace change. The authors define future courage as a modern, practical translation of psychological capital (PsyCap), which encompasses the dimensions of confidence, trust, resilience, and realistic optimism. Empirical studies show that employees with high PsyCap approach change with commitment and flexibility, overcome setbacks more quickly, and find innovative, creative ways to achieve goals. Future courage is not innate but can be cultivated and is strengthened through personal experiences, successes, a positive mindset, and the support of leaders.
This book explains why companies often fail at transformation: change is too frequently delegated, marginalized, or delayed instead of being tackled collectively. Examples such as the "Kill your Business" principle and case studies from innovative companies make it clear that only companies that make transformation a shared responsibility and foster the courage to change will remain competitive. Practical tools, such as the Hope Map, Mastery Experiences, and targeted emotion management, help teams cultivate clarity, motivation, and resilience in change projects.
Unique synergistic effects arise when all four elements of future-oriented courage work together and are systematically strengthened within the company. Using vivid scenarios and evidence-based training, the authors demonstrate that a targeted increase in future-oriented courage has measurable and profitable effects on adaptability and performance. The book thus provides an understandable and actionable guide for managers, teams, and anyone who wants not only to master change but also to actively shape it.
COURAGE FOR THE FUTURE - INNOVATION
(2019) Naughton and Steinle's first book, "30 Minutes of Future Courage," focuses particularly on how innovation arises within a company and why psychological future courage is indispensable for this process. Future courage is understood here as the driving force behind ingenuity, implementation strength, and the successful bridging of creativity and actual innovation. The authors demonstrate that it is not enough to develop many creative ideas—the crucial factor is to implement these ideas practically, overcoming resistance and established routines within the company.
The transfer from idea to innovation requires a combination of confidence (clarity of goals and belief in alternative paths), self-efficacy (experiencing one's own competence and learning from role models), resilience (productively using setbacks and doubts), and realistic optimism (a solution-oriented attitude when dealing with challenges). Studies and practical examples in the book make it clear: Only those who specifically foster these four elements can establish a culture of innovation in which people take risks, use mistakes as learning opportunities, and work on exceptional solutions.
Innovation is understood as a collective process that cannot emerge in silos, through mere delegation, or as an afterthought. Success factors include consciously breaking routines, systematically fostering informal encounters ("engineering serendipity"), a willingness to radically rethink ("kill your business"), small teams with a high degree of personal responsibility, and targeted training in developing psychological courage for the future. The authors emphasize that the measurable economic benefits lie in increased innovative capacity, faster implementation, and sustainable competitiveness.
In short: The second version of the "Courage for the Future" concept shows innovation as the result of targeted work on the psychological resources of employees and as a cultural task for the entire company – not as a product of chance or purely a management issue.
PSYCHOLOGICAL CAPITAL and INNOVATION BEHAVIOR
(2019) The study “Innovation Behavior and Psychological Capital” by Thea Zander-Schellenberg investigates how so-called PsyCap – i.e., psychological capital consisting of hope, self-efficacy, resilience and optimism – influences individual innovation behavior.
The central premise is that individuals with high PsyCap are not only more open to new ideas, but also more proactive in trying new things, better able to cope with challenges, and more resilient in processing setbacks during innovation. The results show that all four components of PsyCap – especially hope and self-efficacy – are positively correlated with a propensity for innovative behavior and increase the likelihood that employees will actively participate in innovation processes.
In practical terms, this means that companies that specifically promote the psychological capital of their employees strengthen innovation behavior and create an environment in which creativity and willingness to change can grow – even under fluctuating or uncertain conditions.
COURAGE FOR THE FUTURE and CHANGE
(2025) This part of our study investigates how the psychological resources curiosity, psychological capital (PsyCap), and psychological flexibility influence employees' cognitive and emotional readiness for change. At the heart of the findings is PsyCap, comprised of self-efficacy, hope, optimism, and resilience, which proves to be the strongest predictor of both cognitive (understanding and accepting change processes) and emotional (positive attitude and motivation during changes) readiness. Employees with high PsyCap demonstrate greater openness, motivation, and adaptability to organizational change. The study therefore recommends that companies implement targeted programs to strengthen PsyCap in order to significantly increase the acceptance, engagement, and sustainability of change processes.
COURAGE FOR THE FUTURE AND TECHNOLOGY
(2025) The validation study of the German Adaptability Scale by Naughton and Wortmann shows that psychological capital (PsyCap) – consisting of self-efficacy, hope, optimism, and resilience – has a significant influence on employees' willingness to embrace technological change. The results demonstrate that high PsyCap scores are directly linked to an increased willingness to engage with new technologies and digital transformation processes. Compared to other personality traits, PsyCap and the adaptability measured by the Adaptability Scale together provide the best explanation for individual differences in openness to technological innovations. The study therefore recommends targeted investment in promoting PsyCap in the workplace to sustainably increase the acceptance and successful implementation of technological changes.
PLAYFUL BUSINESS
(2017) Abstract to follow
Adaptability research
AQ - Adaptability meets Adaptive Intelligence
(2022) I see adaptability (Adaptability Quotient, AQ) as the key competency for the future because it makes the difference between individuals and organizations succeeding or failing in a highly dynamic, uncertain world. Our era is characterized by complex and rapid changes—through technological disruption, global crises, new work and living environments, and constant unpredictability. I argue that AQ is more important than classical intelligence (IQ) or purely emotional competencies (EQ): Those who want to be future-proof must not only passively adapt to change but also be continuously prepared to question routines, adopt new perspectives, and react agilely to unforeseen events. Adaptability is "trainable like a muscle" and requires people to consciously leave their comfort zones, deal productively with diversity and uncertainty, and understand mistakes as opportunities for growth. In addition to providing scientific background information, my book offers nine practical suggestions on how to strengthen AQ: among other things, through changing perspectives, developing reflective routines, and actively exchanging ideas with those who think differently. For companies, this means: Adaptable employees are more open to innovation, more resilient to stress, and can not only cope with changes but also actively shape them as an opportunity – thus making cultural change and transformation possible themselves.
AQ Leadership
(2023) I co-authored "AQ Leadership" with Achim Wortmann. It is based on our research on adaptability quotient (AQ). We translated this research into a crucial leadership competency in a world of increasing uncertainty and complexity. Instead of traditional IQ or emotional intelligence, AQ represents a set of skills that enable leaders to act flexibly, resiliently, and effectively, even under challenging conditions.
The book demonstrates that AQ (Agency for Quality) is trainable and comprises three competency clusters: cognitive (confidence, flexible optimism, control beliefs), affective (emotion regulation, coping with negative feelings), and behavioral (effective self-management in crisis situations). Through scientific studies and practical examples, the authors illustrate how AQ fosters employee engagement, creates psychological safety within teams, and delivers a sustainable leadership boost.
Important tools and concrete tips help to determine and strategically develop one's own AQ. For modern organizations, AQ Leadership means actively shaping change, establishing new routines, and building sustainable future readiness – a crucial competency for leadership and collaboration in the 21st century.
AQ Assessment
(2025) Our paper validates the German version of the Adaptability Scale (D-AS). It offers a robust instrument for measuring individual adaptability. The scale confirms the theoretical tripartite division into cognitive, emotional, and behavioral aspects of adaptation and demonstrates very high internal consistency. The results show strong correlations with uncertainty tolerance, technology affinity, and low resistance to change. Thus, the D-AS provides an evidence-based, practical tool for measuring adaptability in German-speaking countries—with high relevance for change management, leadership development, and personnel diagnostics in a VUCA world. Presented at the Congress of the German Society for Applied Economic Psychology.
AQ Theoretical Model
(2020) Adaptability is identified as a key competence in the dynamic world of work – central to performance, innovation, and successful change. We show that existing models and measurement instruments capture very different dimensions – from stress management to cognitive, affective, and behavioral adaptation. It remains unclear whether adaptability is more of a stable personality trait or a changeable ability (state).
The authors argue that companies need an integrated, valid, and practical tool that reliably measures adaptability and derives development measures. This opens up potential, particularly in the context of change management and innovation: employees with high adaptability can be strategically deployed in critical situations and thus actively support transformations.
Transtheoretical Model & Change
Abstract follows
Transtheoretical Model Review
(2025) Our paper demonstrates that the Transtheoretical Model (TTM) is also effective in organizational change. Stage-specific diagnoses and interventions that integrate change processes, decision balance, and self-efficacy are significantly more successful than generic change approaches. Key drivers are awareness-raising and commitment, while digital tools facilitate scaling. Limitations include imprecise stage definitions and a lack of contextual consideration; nevertheless, the TTM offers an evidence-based framework for adaptive change management. The result is the MOMENTUM MAP.
AQ HARVARD BUSINESS MANAGER
(2022)
In the Harvard Business Manager, Carl Naughton argues that adaptability, also known as the Adaptability Quotient (AQ), is increasingly becoming a crucial future skill for leaders and teams. In dynamic and uncertain times, the ability to respond flexibly to changes and new circumstances is central to both professional and entrepreneurial success. Those who manage to tolerate ambiguity and remain capable of acting in ambiguous, complex situations not only remain productive but also foster creativity and innovation within the company. The AQ can be specifically trained and measured—both for individuals and teams—which strengthens resilience, goal orientation, and problem-solving skills. Naughton therefore recommends that companies integrate the promotion of adaptability into leadership development, recruitment, and training programs. Ultimately, individual and organizational adaptability determines whether companies and their employees can successfully shape the future.
Results-driven research
LEARNING TO THINK
(2007) In my book "Learning to Think," my aim was to demonstrate, in an understandable and entertaining way, how our brains usually switch to autopilot when we think, maneuvering us into various cognitive traps with astonishing reliability. Naughton makes it clear that most of our daily decisions and problem-solving processes occur unconsciously, shaped by routines and the limited capacity of working memory. By understanding these automated thought processes and typical cognitive biases, we can learn to think differently and, above all, better: The most important levers are understanding how the "autopilot in our heads" works, specifically recognizing and avoiding cognitive traps, and using effectively learnable thinking tools. The book provides practical examples, exercises, and solutions for clearer, more creative, and more informed thinking in professional and everyday life, linking modern brain research with practical training knowledge. The core message: Those who are more conscious of their thinking and reflect on their thought patterns can make better judgments, solve problems more intelligently, and gradually free themselves from old thought patterns.
THE AUTOPILOT IN THE MIND
(2012) The main difference between "The Autopilot in Your Head" and "Learning to Think" by Carl Naughton lies in the focus: "The Autopilot in Your Head" explains how and why our thinking is often automatic and controlled by routines, while "Learning to Think" provides concrete tools and training with which we can actively overcome these automated thought processes and consciously improve our thinking.
Differences at a glance
"The Autopilot in Your Head" describes how the brain functions, the importance of unconscious thought mechanisms, and typical cognitive traps that arise from automated everyday actions. The goal is to recognize these patterns as a first step towards self-control.
"Learning to Think" provides practical strategies for reflecting on thought patterns and making more informed judgments, as well as solving problems more creatively and sustainably. Beyond raising awareness, it offers concrete exercises for more flexible thinking in everyday life – the book is a training manual for critical self-improvement.
In summary: “The Autopilot in the Mind” creates an understanding of the problems of automated thinking, while “Learning to Think” shows step by step how to build and apply new, more conscious thought patterns.
RESULT POWER VALIDATION
DIGITAL ILLUMINATION
(2016) The trend study "Digital Enlightenment" by the Future Institute, published in 2016, advocates for a fundamental shift in awareness regarding digitalization. The authors describe how our society and businesses are shaped by digital hype and anxieties, often leading to collective overwhelm and shortsightedness in the face of the growing complexity of digital networking.
The study emphasizes that digitalization is not merely a technological phenomenon, but above all a social and systemic one that focuses on the interaction and interplay between humans and technology. "Digital enlightenment" therefore means moving away from mere enthusiasm for technology or catastrophic thinking and towards the development of a holistic mindset: those who understand digitalization as a collection of new competencies – such as complexity management, digital mindfulness, and openness to change – can secure individual and corporate future viability.
The central impetus of the study is to actively engage with the new conditions of networking as individuals and organizations, to recognize patterns of digital transformation, and thus to develop a confident, optimistic attitude. Only through this mental reboot, this "digital enlightenment," can the opportunities of digitalization be fully utilized for society, the economy, and the individual.
RESULT POWER - in prep
RDÖ - REGIONAL DIGITAL ECONOMY
(2023) In the book "30 Minutes of Digital Regional Economics," Corinna Pommerening and I explain how regional digital ecosystems can become a competitive advantage for companies and regions. In light of increasing disruption from global players and ever more demanding, complex customer needs, the authors demonstrate that regional ecosystems address both challenges: They enable sustainable local value creation and strengthen cohesion within the region.
The book guides the reader step by step through the most important drivers, megatrends, and development areas of this digital regional economy – from societal factors to connectivity and mobility, and on to the silver society and individualization. Using examples and a clear development model, it shows how companies and institutions can initiate, validate, and strategically develop their own digital ecosystem, and what roles banks, savings banks, and leadership play in this process.
The central message: Those who utilize and expand regional digital ecosystems can hold their own in the competition for citizens, customers and businesses, and secure future viability with innovative, sustainable offerings – both for their own company and for the entire region.
INFORMATION OVERLOAD SCALE
(2018) Our paper on the German version of the Information Overload Scale explores how information overload can be objectively measured and applied in practice. It highlights that in a digitized work environment, the quantity, speed, and quality of information significantly impact productivity and well-being, leading to noticeable stress. The scale allows for the systematic assessment of information overload, enabling the early identification of individual and organizational risks.
The Information Overload Scale (IOSSc) in German offers a structured way to measure information overload in individuals and organizations and to derive targeted countermeasures. The instrument captures the most important causes and symptoms of overload – these include excessive amounts of information, time pressure, and insufficient relevance and quality of information. The availability of this measurement provides a data-driven foundation for organizational approaches, such as the design of work processes, the reduction of unnecessary information sources, and targeted preventative measures. Beyond simply diagnosing the experience of overload, the paper particularly emphasizes the interrelationships between individual problems (quantity, time, and quality issues) and recommends a combination of measures for companies and individuals. Its practical benefit lies primarily in enabling more efficient management of information and health promotion, and in reducing errors or negative consequences of information overload.
THE POWERPOINT STUDY
(2007) Abstract follows