Chained and tandem scheduling with children

Children 4 to 7 yr in age were reinforced with trinkets and pennies on chained and tandem schedules. The schedules used were chain DRL FR, chain DRO FR, chain FI FR, tand FI FR, and tand DRO FR. Chain DRL FR and chain DRO FR schedules almost always produced strong schedule and stimulus control, but chain FI FR schedules rarely did if additional techniques were not used. Strong control was produced with chain FI FR schedules, however, if: (a) the FR component was increased in size; (b) schedule and stimulus control was first established with chain DRL FR or chain DRO FR schedules before shifting to the chain FI FR; or (c) an external clock was attached to the FI. Tand FI FR schedules never produced regular or repeatable patterns of responding when additional procedures were not used. Rate patterns resembling those of chain FI FR schedules were produced by tand FI FR schedules, however, if: (a) an external clock was attached to the FI component or (b) control was established by means of tand DRO FR schedules before the tand FI FR was used. Stimulus control was found to be exercised by specific visual stimuli, change of stimuli, and schedule order. Control exercised by schedule order was probably mediated by the child's own behavior which had assumed discriminative stimulus properties.     

TRAINING AND GENERALIZATION OF SEXUAL ABUSE PREVENTION SKILLS FOR WOMEN WITH MENTAL RETARDATION

Previous research has shown that behavioral skills training to teach sexual abuse prevention skills to women with mental retardation results in skill acquisition but poor generalization. In this investigation we evaluated procedures for enhancing generalization following training. Five women with mental retardation received 10 behavioral skills training sessions followed by in situ training when the skills did not fully generalize. Behavioral skills training resulted in skill acquisition and in situ training produced generalized responding during naturalistic assessments.     

ANALYSIS OF WORK GROUP PRODUCTIVITY IN AN APPLIED SETTING: APPLICATION OF A TIME SERIES PANEL DESIGN

We provide a demonstration of a time series panel analysis applied under typical field research conditions characterized by (a) a small number of groups (b) all of which experience an intervention (thus there is no traditional control group), and (c) perform noncomparable tasks. The time series techniques allow a direct test of Naylor, Pritchard, and Ilgen's (1980) theory of behavior in organizations applied to work group productivity in a large-scale study of work groups conducted by Pritchard and colleagues (1989). The responses of 5 work groups to priority scores for 37 indicators of productivity over 23 months were used to predict month-by-month changes in productivity for each of the 37 group products. The results show that group productivity improvements can be explained by feedback including priority scores derived from nonlinear contingency functions of the productivity indicators. Furthermore, groups differed in their response to priority feedback. Goal setting positively affected productivity gain consistently across work groups, after the effects of priority feedback and the interaction of work groups with priority feedback were accounted for. Implications for group performance strategies and appropriate applications of the time series panel analysis are discussed.     

Evaluation of a sexual abuse prevention program for adults with mental retardation.

Programs to teach sexual abuse prevention skills to persons with mental retardation have rarely been evaluated empirically, and typical evaluations are limited to assessment of the participants' knowledge rather than their performance of specific skills. In the present study, 6 adult women with mental retardation were trained in sexual abuse prevention, and performance was assessed using four separate measures: pretests and posttests of knowledge, verbal report, role play, and naturalistic probes. All women learned the skills but failed to exhibit them to criterion during the probes. We discuss the implications for further training and assessment of sexual abuse prevention skills.     

Correlates of Satisfaction with a Peer Evaluation System: Investigation of Performance Levels and Individual Differences

The present research examined the effects of performance level and individual differences on participants' satisfaction with a peer evaluation system. One hundred and fifty-three individuals working in groups completed a questionnaire assessing self-monitoring, self-esteem, and individualism. A peer evaluation system was used at the end of the project. Subjects indicated their satisfaction with and reaction to the peer evaluation system. The findings demonstrated that performance level, individualism, self-esteem, and self-monitoring helped to understand and to predict group members' reactions to the peer evaluation system. Implications for future research and implementation of peer rating systems are discussed.     

Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity

Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time-lagged data collected from 251 full-time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self-efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual-focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group-focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.