A Lesson from the Physicists

From their beginnings, the social scientists and those in the helping professions have adhered to the cause and effect model of research and application originally developed by the physical scientists. This model was first discredited in physics by Heisenberg's conception in 1927 of the uncertainty principle. If, therefore, this model is inapplicable in the world of material substances, it is all the more inappropriate and misleading in the unique world of the individual, where measurement and predictability are inherently precluded. The same dramatic shift in outlook that the uncertainty principle necessitated among the physical scientists is long overdue among those whose commitment is to the enhancement of the unique world of the person.     

A FIELD EXPERIMENT TESTING SUPERVISORY ROLE CLARIFICATION

An intervention designed to clarify individual roles was tested experimentally on the business service division of a major university. Following a pre-test which identified role stress as a significant problem in the organization, top managers clarified their respective departmental roles in meeting organizational objectives. This was followed by a post-test (Time 2) survey of workers'stressors and symptoms. Supervisors were then trained in the method of clarifying subordinate roles using a dyadic exchange process. Workers were randomly assigned to either participate in a thorough role clarification discussion with their supervisors or join a wait-list control group. Based on a follow-up (Time 3) questionnaire, the intervention appeared to reduce role ambiguity and supervisor dissatisfaction. There were no effects on other aspects of subjective strain, physical symptoms, or time lost due to illness. Role conflict decreased in both the experimental and control groups. We discuss the implications of these findings for systemic efforts to reduce employee stress.     

Managing Demands on Counseling Services: The Colorado State University Experience

As we move into the next decade, greater student demands for counseling services, increased severity of presenting problems, and long waiting lists are becoming a reality at university and college counseling centers. These trends, coupled with limited financial resources, suggest that new models of case management and treatment are needed to maintain quality services. This article describes the development of a time-limited and managed-care treatment policy at the University Counseling Center at Colorado State University. It is offered as one agency's attempt to become more proactive in defining its responsibilities and limits regarding emerging challenges and changes on college campuses.     

Multiculturalism as a Generic Approach to Counseling

According to a broad definition of culture, the multicultural perspective applies to all counseling relationships. According to this broad definition, multiculturalism may be described as a “fourth force” in counseling from its own theoretical perspective. The broad definition of culture is discussed and applied to the field of counseling. The advantages of defining culture broadly and of understanding multiculturalism as a generic approach to counseling are discussed and supported along with the consequences of alternative perspectives. La perspectiva multicultural se aplica a todas las relaciones consejeriales según una definición amplia de cultura. De esta manera el multi-culturalismo, desde su propia perspectiva, se puede describir coma “la cuarta fuerza” en la consejería. Se trata de la definición amplia de cultura y se aplica esta definición al campo deconsejería. Se discuten las ventajas de definir cultura de esa manera y de entender el multiculturalismo como una vía genérica a la consejería junto con las consecuencias de perspectivas alternativas.     

Winning Over the Audience: Trust and Humor in Stand-Up Comedy

This article advances a novel way of understanding humor and stand-up comedy. I propose that the relationship between the comedian and her audience is understood by way of trust, where the comedian requires the trust of her audience for her humor to succeed. The comedian may hold (or fail to hold) the trust of the audience in two domains. She may be trusted as to the form of the humor, such as whether she is joking. She may also be trusted as to the content of the joke. This approach has two distinct virtues. The first is that it makes sense of partial successes. These are cases where the humor neither completely succeeds nor fails because the audience does not fully trust the comedian. The second is that it explains intuitions about ethically dubious humor and why certain classes of humor, especially those dealing in racialized and gendered identities, are more readily (but not necessarily) accepted from humorists of those identities.     

Two Conceptions of the Physical

The debate over physicalism in philosophy of mind can be seen as concerning an inconsistent tetrad of theses: (1) if physicalism is true, a priori physicalism is true; (2) a priori physicalism is false; (3) if physicalism is false, epiphenomenalism is true; (4) epiphenomenalism is false. This paper argues that one may resolve the debate by distinguishing two conceptions of the physical: on the theory-based conception , it is plausible that (2) is true and (3) is false; on the object-based conception , it is plausible that (3) is true and (2) is false. the paper also defends and explores the version of physicalism that results from this strategy.     

THE EFFECTS OF EMPLOYEE SATISFACTION, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND TURNOVER ON ORGANIZATIONAL EFFECTIVENESS: A UNIT-LEVEL, LONGITUDINAL STUDY

This study addresses the issue of whether positive employee attitudes and behaviors influence business outcomes or whether positive business outcomes influence positive employee attitudes and behaviors. We hypothesize that employee satisfaction, organizational citizenship behavior, and employee turnover influence profitability and customer satisfaction. Data were gathered from the units of a regional restaurant chain via employee surveys, manager surveys, customer surveys, and organizational records. Cross-lagged regression analyses show that employee attitudes and behaviors at Time 1 are related to organizational effectiveness at Time 2. Additional cross-lagged regression analyses show no significant relationship between organizational effectiveness at Time 1 and the employee attitudes and behaviors at Time 2. These results add to the evidence that HR outcomes influence business outcomes, rather than the other way around.