Deconstructing the Tower of London: Alternative moves and conflict resolution as predictors of task performance

Despite widespread use the cognitive demands of the five-disc Tower of London (TOL) are unknown. Research suggests that conflict moves (those that are essential to the solution but do not place a disc in its final position) are a key aspect of performance. These were examined in three studies via a verification paradigm, in which normal participants were asked to decide whether a demonstrated move was correct. Experiment 1 showed that individual move latencies increase with the number of intermediate moves until the disc is placed in its goal position (resolution). Post hoc tests suggested that the number of alternative moves and moves to resolve a disc were independent predictors of performance. Experiment 2 successfully manipulated these factors in an experimental design. Experiment 3 showed that they remain determinants of performance as familiarity increased. Overall, errors on the task were significantly correlated with spatial memory. The implications of these findings for the use of the TOLin cognitive psychology and as an assessment tool are discussed.     

Managing Elder Suicide: A Profile of American and Canadian Crisis Prevention Centers

Suicides among older adults in the United States and Canada in the last decade have accounted for an increasing share of all suicides. In both countries the use of firearms among older adults has steadily increased. Despite these trends, little is known about the extent to which crisis centers are prepared to prevent elder suicide. A survey of AAS-listed crisis prevention centers examined the training, knowledge, and current practices relevant to elder suicide among personnel in 321 crisis prevention centers in both countries. Results revealed insufficient training, a lack of familiarity with recent suicide trends, and limited outreach to older adults.     

Reciprocal Relationships between Leader–Member Exchange (LMX) and Job Satisfaction: A Cross‐Lagged Analysis

While previous research has mainly emphasised the importance of leader–member exchange (LMX) to job satisfaction, there is a lack of research on reciprocal relationships between job satisfaction and LMX. In this study, we not only suggest that good LMX increases job satisfaction, but that job satisfaction can also enhance high‐quality supervisor–employee relationships. A full cross‐lagged panel analysis was used to test reciprocal relationships between LMX and job satisfaction. Employees (N= 279) of a large information technology company filled out questionnaires at two times, with a time lag of 3 months. In line with our predictions, findings revealed a positive relationship between LMX and job satisfaction both at Time 1 and Time 2. Moreover, LMX at Time 1 predicted the increase of job satisfaction at Time 2, and job satisfaction at Time 1 predicted the increase of LMX at Time 2. The results demonstrate the need to consider reciprocal relationships between job satisfaction and LMX when explaining employees' workplace outcomes. Our findings are discussed in terms of positive psychology theory.