Good behavior game: effects of individual contingencies for group consequences on disruptive behavior in a classroom

Out-of-seat and talking-out behaviors were studied in a regular fourth-grade class that included several "problem children". After baseline rates of the inappropriate behaviors were obtained, the class was divided into two teams "to play a game". Each out-of-seat and talking-out response by an individual child resulted in a mark being placed on the chalkboard, which meant a possible loss of privileges by all members of the student's team. In this manner a contingency was arranged for the inappropriate behavior of each child while the consequence (possible loss of privileges) of the child's behavior was shared by all members of this team as a group. The privileges were events which are available in almost every classroom, such as extra recess, first to line up for lunch, time for special projects, stars and name tags, as well as winning the game. The individual contingencies for the group consequences were successfully applied first during math period and then during reading period. The experimental analysis involved elements of both reversal and multiple baseline designs.     

Visually discriminated behavior in a "blind" adolescent retardate

A 16-yr-old retarded male, diagnosed organically blind and treated by those around him as a blind person, was given practice in discriminating visual stimuli. After training, he responded with significantly better than chance accuracy in a choice situation in which stimuli were as small as 18 pt Futura Medium type. In addition, he was trained to look at the experimenter's eyes when instructed to do so. Control procedures revealed that it was the reinforcement contingency that functioned to establish and maintain eye contact. Eye contact with the experimenter generalized in a limited way to situations in which this behavior was not reinforced, though not to a neutral individual. When the boy was required to use visual cues to help himself in a cafeteria line, he soon emitted the necessary behaviors, where formerly he had been assisted by others. Resumption of assistance markedly decreased self-help, suggesting that continued use of any newly learned skills would depend on the response of the individuals in his environment. The boy also learned eating behavior that appeared to require the use of visual cues.     

Control of-treadmill exercise of rats with hypothalamic stimulation

Running and resting behavior of rats was measured during treadmill exercise under conditions involving (1) rear-shock avoidance, (2) continuous electrical stimulation of the hypothalamus, or (3) no rear-shock and no hypothalamic stimulation. Hypothalamic stimulation was superior for eliciting consistent running with a minimum of resting. A second experiment demonstrated that decreases in hypothalamically elicited treadmill running resulting from prolonged exercise could be counteracted by increasing the intensity of the hypothalamic stimulus. A third experiment suggested that very little training was needed to induce a high and consistent level of running performance using hypothalamic stimulation.     

SOME EFFECTS OF CULTURAL TRAINING ON LEADERSHIP IN HETEROCULTURAL TASK GROUPS1

Diriger des groupes de travail d'une autre culture : effets de I'initiation préalable à cette culture. — Etude exploratoire portant sur l'utilité de programmes d'enseignement culturel pour accroître l'efficacité de ceux qui sont amenés à diriger des groupes de travail appartenant à une autre culture que la leur. La recherche a porté sur vingt-quatre sujets américains (cadets ROTC, engagés volontaires dans une compagnie des Forces Spéciales de l'armée américaine) et a également requis la participation de douze étudiants arabes, inscrits à I'Université de l'Illinois. Les vingt-quatre sujets américains ont été divisés en deux groupes égaux d'après la note qu'ils ont obtenue au LPC (Least Preferred Coworker : partenaire le moins aimé) qui permet d'apprécier les attitudes manifestées dans l'exercice du commandement. Ces groupes sont de nouveau dichotomisés selon deux types de formation : douze sujets reçoivent pendant trois heures un enseignement programmé sur la culture arabe, les douze autres reçoivent un enseignement de même durée et de même forme, sur un sujet sans rapport avec la culture arabe, à savoir la géographie du Moyen-Orient. Après la phase d'enseignement, on demande à chaque S. américain de diriger un groupe composé de deux arabes et de lui-même. Chaque équipe de deux arabes est utilisée une fois dans chacune des quatre conditions expérimentales (deux types de chefs, deux types de formation), l'ordre étant contrebalancé. Chaque groupe travaille sur trois tâches différentes (une tâche coopérative non structurée, une tâche coopérative structurée, une tâche de négotiation). On obtient généralement un plus haut niveau de performance, mesurée à la fois par la productivité et par la qualité des relations dirigeant-dirigé, avec les moniteurs qui ont reçu un enseignement sur la culture arabe. On trouve également des différences entre les moniteurs libéraux, soucieux de bonnes relations inter-personnelles et les moniteurs autoritaires et répressifs. l'interaction entre I'initiation à la culture et le style de commandement montre que les moniteurs qui ont des styles différents bénéficient de manière spécifique du programme d'initiation culturelle. On constate que I'initiation à la culture et I'interaction face à face avec des gens d'une autre culture entraînent des changements positifs dans les attitudes.