THE CRAZINESS FOR EXTRA‐SENSORY PERCEPTION: QIGONG FEVER AND THE SCIENCE–PSEUDOSCIENCE DEBATE IN CHINA

From 1979 to 1999, a heated dispute over the science or pseudoscience of extraordinary power or extrasensory perception (ESP) took place in China. During these two decades, many so‐called “grandmasters” of ESP and Qigong emerged, and millions of people across the country studied with them; this was known as “Qigong Fever” or “ESP Fever.” The supporters of ESP argued that ESP existed, people could cultivate ESP through specific Qigong training, and ESP was a science; whereas the opponents of ESP denied all of these. Both sides of the dispute had many supporters. With the onset of Qigong Fever in China, some Qigong and ESP masters developed their Qigong organizations into Chinese‐style religions. Qigong Fever ended when the religions were banned by the Chinese government. The rise of Qigong Fever demonstrated that basic questions about the boundaries between science and pseudoscience were not easy to answer. Different theoretical and practical consequences resulted from different answers to these questions.     

High-magnetic-field-induced formation of aligned equiaxed grains during directional solidification

The application of a high magnetic field is capable of inducing the formation of aligned equiaxed grains in alloys during directional solidification. The alignment and refinement of the grains is enhanced as the magnetic field intensity increases. The thermoelectric power difference at the liquid/solid interface in four alloys has been measured in situ during directional solidification and it is concluded that the formation of aligned equiaxed grains in a magnetic field should be attributed to the combined action of a thermoelectric magnetic force and a magnetization force.     

Emergent Power Hierarchies and Group Performance

In newly formed groups, informal hierarchies emerge automatically and readily. In this study, we argue that emergent group hierarchies enhance group performance (Hypothesis 1) and we assume that the more the power hierarchy within a group corresponds to the task‐competence differences of the individual group members, the better the group performs (Hypothesis 2). Twelve three‐person groups and 28 four‐person groups were investigated while solving the Winter Survival Task. Results show that emerging power hierarchies positively impact group performance but the alignment between task‐competence and power hierarchy did not affect group performance. Thus, emergent power hierarchies are beneficial for group performance and although they were on average created around individual group members' competence, this correspondence was not a prerequisite for better group performance.     

The analytic setting today: using the couch or the chair?

This paper re‐visits Murray Jackson's 1961 paper in the Journal of Analytical Psychology, ‘Chair, couch and countertransference’, with the aim of exploring the role of the couch for Jungian analysts in clinical practice today. Within the Society of Analytical Psychology (SAP) and some other London‐based societies, there has been an evolution of practice from face‐to‐face sessions with the patient in the chair, as was Jung's preference, to a mode of practice where patients use the couch with the analyst sitting to the side rather than behind, as has been the tradition in psychoanalysis. Fordham was the founding member of the SAP and it was because of his liaison with psychoanalysis and psychoanalysts that this cultural shift came about. Using clinical examples, the author explores the couch/chair question in terms of her own practice and the internal setting as a structure in her mind. With reference to Bleger's (2013) paper ‘Psychoanalysis of the psychoanalytic setting’, the author discusses how the analytic setting, including use of the couch or the chair, can act as a silent container for the most primitive aspects of the patient's psyche which will only emerge in analysis when the setting changes or is breached.     

Aristotle's De Anima: On Why the Soul is Not a Set of Capacities

Although it is common for interpreters of Aristotle's De Anima to treat the soul as a specially related set of powers of capacities, I argue against this view on the grounds that the plausible options for reconciling the claim that the soul is a set of powers with Aristotle's repeated claim that the soul is an actuality cannot be unsuccessful. Moreover, I argue that there are good reasons to be wary of attributing to Aristotle the view that the soul is a set of powers because this claim conflicts with several of his metaphysical commitments, most importantly his claims about form and substance. I argue that although there are passages in the De Anima in which Aristotle discusses the soul in terms of its powers or capacities, these discussions do not establish that the soul is a set of capacities.     

《心理统计学》教学内容的新探索

本文在对当前国内外主要心理统计学教材进行比较的基础上,指出与上个世纪八十年代的心理统计学教材内容相比较,在内容上的新探索主要体现在（1）由“假设检验”的内容中发展出“统计检验力”和“效果大小”的统计指标和估计方法;（2）引进一般线性模型来统合方差分析和回归分析这两种统计方法;（3）适度增加一些“多元统计分析”的内容等三个方面.本文对前两个方面的新内容作了简要评述,并对教材内容的编排方面提出了新的思路.     

组织类型与员工建言行为的关系探索：基于权力的视角

研究目的是探索中国背景下国有企业、民营企业、外资企业、政府机关四类组织中员工建言行为的差异,及员工个人权力感和权力动机的中介作用。采用问卷法对员工和管理者进行配对取样调查,通过对回收的324份有效问卷进行数据分析。结果表明,员工建言行为在四种组织类型中存在显著性差异,而员工个人权力感和权力动机在其中起到中介作用。此外,研究还发现,权力距离倾向在组织类型和个人权力感之间起到调节作用。最后,研究梳理了组织类型与建言行为的关系模型,并对未来研究做了展望。     

Bases of social power,leadership styles,and organizational commitment

Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives (Meyer & Allen, 1997). In particular, affective organizational commitment holds very important implications at all organizational levels (e.g., turnover rates, performance, and citizenship behavior). Whereas previous research has evinced the positive influence of transformational and charismatic leadership styles on affective commitment toward the organization (Bass & Avolio, 1994), little is known with regard to the nature of this relationship. In line with the interpersonal power/interaction model, the present investigation aimed to investigate the mechanism at play between transformational leadership style and affective organizational commitment. Specifically, we hypothesized that transformational leadership style would increase affective organizational commitment through its effect on willingness to comply with soft bases of power. In two studies, we subjected the foregoing hypotheses to empirical scrutiny. In Study 1, the proposed mediation model was empirically supported with Italian employees in the public sector. Attesting to the robustness of our findings, Study 2 replicated the findings of Study 1 with Italian employees from the public and private sectors. In addition, Study 2 replicated Study 1 using a different measure of transformational leadership. Both Study 1 and Study 2 provided results consistent with our hypotheses. Specifically, the present paper reports empirical evidence that (1) the more participants report having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, (2) in turn, greater willingness to comply with soft (but not harsh) power bases increases one's affective organizational commitment. These findings provide additional support for the interpersonal power/interaction model and pave the way for new research directions.