Automatic and Controlled Processes in the Analytisis of Hierarchical Structure

Targets are identified faster if they appear at the same level (global vs. local) as the target on the previous trial. This effect has been attributed to a controlled attentional process wherein participants attend to the level containing the target on trial n − 1, thus facilitating performance if target level repeats on trial n. An alternative explanation (Lamb & Yund, 1966) is that automatic activation of level-specific neural mechanisms is responsible. The controlled-process hypothesis predicts better performance whenever target level is predictable, because participants can anticipate, and thus attend to, the appropriate level. The automatic-process hypothesis predicts better performance when target level repeats, regardless of target-level predictability. In the present studies, level repetitions facilitated performance regardless of target-level predictability. The data support the automatic-process explanation of level repetition and other attentional effects. The data illustrate how an automatic process can give rise to performance that seems to reflect more cognitive or strategic mechanisms.     

Development and control of licking in the guinea pig (Cavia porcellus)

Guinea pigs were taught to lick an electronic lickometer by successive approximations brought about by a gradually receding lickerandum-liquid feeder mounted in their home cage. All Ss learned to lick and obtain their total liquid intake by tongue licking. An optimum deprivation schedule was determined, and the response was brought under schedule control comparable to that of the rat.     

Stability and Change in the Social Status of Occupations Over 21 and 42 Year Periods

Forty-two years ago, Counts (1925) surveyed the social status of occupations and found a well-defined prestige order, with banker at the top and ditch digger at the bottom. Because of changes wrought by the depression and World War II, Deeg and Paterson (1947) repeated Counts' study and found only minor relative changes in social status. Because of the extensive social and cultural changes since World War II, Counts' study was repeated again, and again only minor relative changes in the social status of occupations were found. The prestige order of the occupations surveyed is remarkably stable.     

Originary Temporality and Existential Commitment: A Defense of Heidegger's A Potiori Claim

Being and Time's fundamental ontoogy and existentialism both rest on the A Potiori Claim, which states that originary temporality is, although non‐sequential, a genuine and basic concept of time from which we derive our more ordinary, sequential concept of time. In this paper, I develop a new reading and defense of this claim against the readings of William Blattner, which ties originary temporality too tightly to the particular roles and identities we live out and must therefore find Heidegger's project a failure, and Tony Fisher, who implies that our various roles and identities hang together in time in a merely accidental and non‐rational way. On my reading, originary temporality is the structure of Dasein's characteristic activity of existential commitment. Through this activity, we each work out, in our own case, what it takes to embody the capacity for sense‐making, at all. Here, the non‐sequentiality of originary temporality reflects the way in which commitments are revised and sustained through time, while the sequence of nows derives from our need to embody our commitment in a single life that negotiates among the practical demands that our various identities make of us.     

Facilitating Acceptance of Organizational Change: The Importance of Self‐Determination1

Self‐determination theory (Deci & Ryan, 1985, 1987, 1991) proposes that internalization can be facilitated by supporting a person's autonomy. Autonomy support can be achieved using 3 means: giving a rationale for doing a task, offering some choice about how to do the task, and acknowledging feelings about the task. We examined the effects of these 3 factors on acceptance of change in a work organization. Employees from a large Canadian telecommunications company that was in the midst of profound transformation completed scales on 2 separate occasions. Cross‐sectional and longitudinal results demonstrated that the 3 factors facilitated acceptance of organizational change, with substantial effect sizes. Implications for successful organizational transformation are discussed.