Fixed ratio and extinction performance of infants in the second year of life

Five 14(1/2)- to 19(1/2)-month-old infants were trained to lever press for snacks on small fixed ratio schedules of reinforcement. Within four to nine sessions, responding under FR 10 was established for four subjects and FR 15 for the other. Each subject's last session revealed behavioral patterns similar to animal and human FR trained subjects-a high and constant ratio rate, mixed with a zero rate following reinforcements. Deviations were mostly in the form of prolonged and variable post-reinforcement pauses. These and other irregularities were probably due to the limited deprivation conditions and improper training procedures in which the ratio (for two subjects) was ascended too early and too quickly. Extinction was instituted during the last session. The degree to which extinction performance matched that of other organisms depended upon how stable and "ratio-like" performance was during conditioning.     

Some comments in connection with Rozeboom's linear correlation theory

It is shown that certain correlation measures suggested by information theory are simple functions of the determinants of the correlation matrices involved, if multivariate normality is assumed. This illuminates and in a sense strengthens Rozeboom's point in [3], that information theoretical statistics have classical correlational counterparts.     

Une hypothèse sur l'extension des relations finies et sa vérification dans certaines classes particulières

Sans résumé     

Source variability and recall of auditory material 1

Recall of auditory narrative material was measured under three conditions of presentation. These were a single source condition with material from one speaker, a four source fixed sequence condition with material from four speakers in a fixed sequence of 3-sec. lengths, and a four source random condition with material from four speakers in a random sequence of 3-sec. lengths. Recall was better for the single source condition than for the four source conditions. No significant difference was found between the fixed and random sequential presentations. Results are discussed in terms of the attentional behaviors involved in the tasks.     

Sex differences in the duration of visual attention

Normal adult males and females looked at a series of photographs containing either a single adult male or female. Ss viewed each picture for as long as they wished. Assuming that measures of the duration of attention would reflect Ss attraction for the opposite sex, it was hypothesized that Ss would spend relatively more time viewing photographs of the opposite sex. The results failed to support the hypothesis. Although males did not differentially attend to the stimuli, females looked significantly longer at the females than they did at the males. The results were interpreted in terms of the “overt sexual content” of the stimuli and socially conditioned attentiveness and inattentiveness.     

Sex differences in the duration of visual attention

Normal adult males and females looked at a series of photographs containing either a single adult male or female. Ss viewed each picture for as long as they wished. Assuming that measures of the duration of attention would reflect Ss attraction for the opposite sex, it was hypothesized that Ss would spend relatively more time viewing photographs of the opposite sex. The results failed to support the hypothesis. Although males did not differentially attend to the stimuli, females looked significantly longer at the females than they did at the males. The results were interpreted in terms of the “overt sexual content” of the stimuli and socially conditioned attentiveness and inattentiveness.     

Organizational change: A strategy for successful implementation

This paper examines the major problems and issues in implementing planned organizational change. It highlights the current debates in the literature on change and itemizes the most important factors which need to be considered by these responsible for implementing change. However, in addition the paper argues that while this provides an initial direction in attempting to bring about organizational change there are, nevertheless, limitations in the literature. The paper overcomes these by developing a broader eight steps model based on case study examples which should provide those responsible for change with a realistic framework of implementation.