A conceptual framework for establishing trust in real world intelligent systems

Intelligent information systems that contain emergent elements often encounter trust problems because results do not get sufficiently explained and the procedure itself can not be fully retraced. This is caused by a control flow depending either on stochastic elements or on the structure and relevance of the input data. Trust in such algorithms can be established by letting users interact with the system so that they can explore results and find patterns that can be compared with their expected solution. Reflecting features and patterns of human understanding of a domain against algorithmic results can create awareness of such patterns and may increase the trust that a user has in the solution. If expectations are not met, close inspection can be used to decide whether a solution conforms to the expectations or whether it goes beyond the expected. By either accepting or rejecting a solution, the user’s set of expectations evolves and a learning process for the users is established. In this paper we present a conceptual framework that reflects and supports this process. The framework is the result of an analysis of two exemplary case studies from two different disciplines with information systems that assist experts in their complex tasks.     

Change and Management of Complex Services: The Ethno-narrative Form to Support Good Living and Working Together

Nowadays, managing change in complex services requires that middle management re-designs its objects and professional practices, in order to cope with new needs. It seems therefore crucial to activate training settings that allow managers to: (1) develop research and analytical skills on their own work practices and professional objects; (2) face and manage conflict, related to every change, that represents an opportunity to reflect and review one's own practices; and (3) build new and shared repertories of managerial practices, able to support a better form of living and working together within the management community. Moving from these hypotheses, inside the setting of a training intervention conducted in an educational service, the article discusses a specific tool used to generate opportunity of exchange, and reflection, within a challenging framework of change.     

A job demands-resources perspective on salespersons’ market intelligence activities in new product development

Research shows that R&D's use of sales’ market intelligence positively influences innovation performance. However, little is known about whether this effect hinges on salespersons’ engagement towards and perceptions of market intelligence activities (MIA). Moreover, research remains incomplete regarding the drivers of salespersons’ MIA engagement. Using dyadic data from 359 salespersons and 239 R&D managers in a multi-level model based on the job demands-resources theory, we demonstrate that the positive effect of R&D's use of sales’ market intelligence on innovation performance is especially pronounced when salespersons’ market intelligence generation is high and role ambiguity is low. We also show that although salespersons’ self-set MIA goals are a strong driver of their MIA engagement, not assigning salespersons MIA goals may be a double-edged sword: in the short run, salespersons might engage in MIA voluntarily. However, in the long run, they could incur psychological costs in terms of role ambiguity and conflict, preventing them from engaging in MIA.     

Outpatient behavioral management of aggressiveness in adolescents: A response cost paradigm

This study focuses on outpatient behavioral management of oppositional‐defiant teenagers that engage in aggressive behaviors. Sixteen subjects, 13 male and three female, are followed through an alternating treatment, single case design, ABCD: baseline; cognitive therapy coupled with the REST (Real Economy System for Teens) program for parental outpatient behavioral management; combined cognitive, REST, and response cost; and finally REST with response cost to control aggressive behaviors. The response cost was designed to control aggression. Response cost involved the parents identifying seven reinforcers, objects, and activities that are important to the teen. They are rank ordered, with item one being most important and item seven being least important. An aggressive act means the loss of an item for 1 year, beginning with item seven and progressing upward. This study finds that aggressive behaviors do not decrease with cognitive therapy and the REST program. When the more stringent response cost program is implemented in addition to the cognitive and REST techniques, the acts of aggression do respond to treatment. Thus, it is concluded that adding a stringent parent management response cost program offers a tool therapists can use in treating aggressive, oppositional‐defiant teenagers on an outpatient basis without the need for hospitalization. Aggr. Behav. 25:321–330, 1999. © 1999 Wiley‐Liss, Inc.     

Proactive Vitality Management and Creative Work Performance: The Role of Self-Insight and Social Support

Integrating proactivity and creativity literatures, we argue that people can perform more creatively at work when they proactively manage their levels of vitality. Proactive vitality management is defined as individual, goal-oriented behavior aimed at managing physical and mental energy to promote optimal functioning at work. We hypothesize that this process may be facilitated by being aware of one's own state and by support from others. A total of 242 employees participated in a weekly diary study for three consecutive weeks, yielding 610 observations. Results of multilevel analyses show that participants reported more creative work performance during weeks in which they had proactively used vitality management. In addition, in line with our predictions, self-insight and social support for creativity in the workplace acted as cross-level moderators and strengthened the relationship between proactive vitality management and creativity. We conclude that a proactive approach regarding physical and mental energy is an important bottom-up strategy that may foster creativity in work settings.     

Willingness to fake: Examining the impact of competitive climate and hiring situations

Applicants may be willing to fake in job interviews with the aim of creating a positive impression. In two vignette‐based experiments, we examined if a competitive—versus noncompetitive—climate (Study 1) and hiring situation (Study 2) increased participants' willingness to fake. We also examined if Honesty–Humility and Competitive Worldviews moderated the relation between willingness to fake and how competitive participants believed they must be in order to secure the job. Results demonstrated that a competitive climate and hiring situation increased willingness to fake. Honesty–Humility and Competitive Worldviews were related to willingness to fake, but these relations did not change substantially at different levels of perceived need for competitiveness. Overall, results lend some theoretical support to propositions about applicant faking.     

向死存在对智慧的影响:观点、机制及评价

向死存在对智慧产生了怎样的影响?三种观点及相关证据回答了这个问题,并提供了解释机制:(1)向死存在助推智慧,使人谦卑、超越、利他、公平和宽容等,其主要解释机制是创伤后成长理论;(2)向死存在阻碍智慧,引起心理不健康、自我服务偏见、内群体偏见、贪婪、物质主义等,其主要解释机制是恐惧管理理论;(3)向死存在是否助推智慧受到如自尊、权力感、自我构念、政治信念、宗教信仰等多种因素的调节。文末评价了过去研究中存在的问题,即概念界定问题、向死存在的心理阶段性问题和文化世界观的内涵问题,并提出了化解之道。