Resistance to extinction versus extinction as discrimination

The hypothesis that response strength might be measured by persistence of responding in the face of extinction was discredited in the 1960s because experiments showed that responding persists longer following intermittent reinforcers than following continuous reinforcers. Instead, researchers proposed that the longer persistence following intermittent reinforcers arises because intermittent reinforcement more closely resembles extinction—a discrimination theory. Attention to resistance to extinction revived because one observation seemed to support the persistence hypothesis: Following training on a multiple schedule with unequal components, responding usually persisted longer in the formerly richer component than in the formerly lean component. This observation represents an anomaly, however, because results with single schedules and concurrent schedules contradict it. We suggest that the difference in results arises because the multiple-schedule procedure, while including extensive training on stimulus discrimination, includes no training on discrimination between food available and food unavailable, whereas comparable single- and concurrent-schedule procedures include such training with repeated extinction. In Experiment 1, we replicated the original result, and in Experiment 2 showed that when the multiple-schedule procedure includes training on food/no-food discrimination, extinction following multiple schedules contradicts behavioral momentum theory and agrees with the discrimination theory and research with single and concurrent schedules.     

From achievement to power: David C. McClelland,McBer & Company,and the business of the Thematic Apperception Test (TAT), 1962–1985

During the 1960s, Harvard psychologist David McClelland focused his research and business endeavors on increasing the need for achievement in small businesspeople, with the goal of fostering economic success in the developing world. However, by the early 1970s, McClelland would focus almost entirely on developing executives’ need for power in the United States. In this paper, I argue that underlying this shift was McClelland's dedication to the project of behavioral engineering and a newfound belief that training individuals in the responsible exercise of leadership and managerial power had become the most effective path to achieving his liberal political aims.     

Resiliency,Self-Regulation,and Reemployment After Job Loss

This study investigated self-regulation and resiliency in one's search for reemployment. Although trait-based approaches are central to many resiliency conceptualizations, recent research has found that self-regulation (affective, behavioral, and cognitive) contributes to predicting resiliency-related outcomes. We hypothesized that self-regulation would incrementally predict reemployment process outcomes, specifically the job search outcomes of psychological well-being, job search self-efficacy, and job search clarity. Results indicated that, over and above resiliency traits, behavioral and cognitive self-regulation incrementally predicted well-being and job search clarity, and cognitive self-regulation incrementally predicted job search self-efficacy. Implications for theory and continued research on resiliency in reemployment are discussed.     

Moral Foundations Theory and Its Implications for Counseling

Moral foundations theory has recently emerged from the field of social psychology as a means for understanding cultural, political, and religious differences between individuals and groups. The authors review the moral foundations theory literature to help counselors in understanding the roots of their clients' and their own moral belief systems and how these systems contribute to decision-making pertaining to morally laden topics. Lastly, the authors present a model for self-awareness around moral issues along with a fictional case study intended to illustrate the use of the model.