Effects of anxiety on handgun shooting behavior of police officers: a pilot study

Abstract

The current pilot study aimed at providing an initial assessment of how anxiety influences police officers’ shooting behavior. Seven police officers participated and completed an identical shooting exercise under two experimental conditions: low anxiety, against a non-threatening opponent, and high anxiety (HA), against a threatening opponent who occasionally shot back using colored soap cartridges. Measurements included shooting accuracy, movement times, head/body orientation, and blink behavior. Results showed that under HA, shooting accuracy decreased. Underlying this degradation of performance, participants acted faster and made themselves smaller to reduce the chance of being hit. Furthermore, they blinked more often, leading to increases in the amount of time participants had their eyes closed. Findings provide support for attentional control theory, hereby also pointing to possible interventions to improve police officers’ shooting performance under pressure.     

When bystanders become bothersome: The negative consequences of bystander conflict and the moderating role of resilience

Bystander conflict is a situation in which employees are hindered in their work by parties not involved in the primary process. Public service employees and emergency care workers, such as ambulance employees and firefighters, often encounter this kind of conflict with potentially far-reaching detrimental effects for public or patient safety. Unfortunately, until now, bystander conflict has hardly received scientific attention. In this paper, we will present the results of an experiment (Study 1) and a simulation study (Study 2). Taken together, the results indicate that bystander conflict is negatively related to the affective, behavioural, and cognitive outcomes of individuals. Higher levels of bystander conflict were associated with more negative and less positive feelings (Studies 1, 2), unfavourable bystander appraisals (Studies 1, 2), and lower levels of performance (Study 2). Additionally, Study 2 revealed that bystander conflict was negatively and indirectly related to positive affect and performance through cognitive capacity. We investigated the moderating role of resilience, in order to provide insight into potential factors alleviating these negative associations. In both studies, resilience alleviated the negative associations of bystander conflict. Overall, the results of the two studies provide a first step towards a theory on bystander conflict.     

Effects of membership change on open discussion and team performance: The moderating role of team tenure

This study identified temporal conditions when membership change may enhance or diminish team functioning. Using a longitudinal repeated measures design surveying 41 R&D teams, this study examined whether team tenure moderated the relationship of membership change with open discussion and team performance. The results illustrated that increasing membership change was positively associated with both open discussion and team performance for newly formed teams, whereas this association was negative for long-serving teams. Thus, what matters is not so much whether a team's membership changes but rather whether the team's longevity supports or impedes adaptation to personnel changes.     

Effects on organizational context (culture and climate) from implementing a 360-degree feedback system: The case of Arcelik

The current study aims to investigate the impact of the 360-degree feedback system (DFS) on organizational context (culture and climate). This longitudinally designed study was conducted at the Arcelik Cooking Appliances Plant in Turkey with 77 white-collar workers. 360-DFS was based on relevant literature and feedback given to the employees by The Arcelik Competency Model. Results have shown that the 360-DFS has effects on organizational context (e.g., employees' perceptions regarding support and achievement culture). The results have also revealed some significant effects on the participants' perception of the communication and performance appraisal system in the organization.     

The new multidimensional and user-driven higher education ranking concept of the European Union

Higher education rankings constitute a important but controversial topic due to the methodologies applied in existing rankings and to the use being done of these interpreting their results for purposes which they were not designed for. At present there is no international ranking can responds to the needs of all users and that is methodologically sound by considering the various missions of higher education institutions, mainly due to a narrow focus on research giving less importance to other missions in which higher education institutions can excel beyond research such as teaching quality, knowledge transfer, international orientation, regional engagement etc. The European Commission is currently involved in the implementation of a new higher education ranking methodology, characterised by taking into account a diversity of missions and the diversity of existing higher education institutions. The final aim is to create a tool allowing users to choose the performance indicators of their interest and providing them with a personalised ranking according to their interests. This paper describes the motivation for designing such a tool, the principles of the methodology proposed, as well as the steps foreseen to have it ready for end users by 2014.     

Consensus collaboration enhances group and individual recall accuracy

We often remember in groups, yet research on collaborative recall finds “collaborative inhibition”: Recalling with others has costs compared to recalling alone. In related paradigms, remembering with others introduces errors into recall. We compared costs and benefits of two collaboration procedures—turn taking and consensus. First, 135 individuals learned a word list and recalled it alone (Recall 1). Then, 45 participants in three-member groups took turns to recall, 45 participants in three-member groups reached a consensus, and 45 participants recalled alone but were analysed as three-member nominal groups (Recall 2). Finally, all participants recalled alone (Recall 3). Both turn-taking and consensus groups demonstrated the usual pattern of costs during collaboration and benefits after collaboration in terms of recall completeness. However, consensus groups, and not turn-taking groups, demonstrated clear benefits in terms of recall accuracy, both during and after collaboration. Consensus groups engaged in beneficial group source-monitoring processes. Our findings challenge assumptions about the negative consequences of social remembering.     

Error reactivity in self-paced performance: Highly-accurate individuals exhibit largest post-error slowing

Reaction time is typically increased following an erroneous response. This post-error slowing is traditionally explained by a strategic adjustment of response threshold towards more conservative behaviour. A recently proposed orienting account provides an alternative explanation for post-error slowing. According to this account, committing an error evokes an orienting response (OR), which inhibits information processing in the subsequent trial, resulting in slow and inaccurate performance. We tested a straightforward prediction of the orienting account in the context of self-paced performance, adopting an individual-differences approach: Post-error slowing should be larger the less frequent an error is. To this end, participants were classified into three groups differing in overall performance accuracy. Larger post-error slowing and stronger post-error accuracy decrease were observed for the high-accuracy group than for the two other groups. Practice pronounced the post-error accuracy decline, especially for the high-accuracy group. The results are consistent with the orienting account of post-error slowing but are problematic for accounts based on strategic evaluation mechanisms.     

Challenge versus threat effects on the goal–performance relationship

This study tested the situational effects of goals and stress on the performance of complex tasks and on adaptation to change in the task. Difficult goals often exceed the individual's resources and thus create stress. However, stress may be appraised as either challenge or threat. Challenge is experienced when there is an opportunity for self-growth with available coping strategies, whereas threat is experienced when the situation is perceived as leading to failure with no available strategies to cope with it. We hypothesized that participants who appraised the situation as a challenge would perform better and adapt better to changes under difficult goal conditions, as compared with general goals or strategy goals. By contrast, threat appraisals would be better addressed by strategy goals rather than difficult goals. One hundred and fifty five students performed a task, which required their making predictions concerning the value of 120 companies' stocks based on three manipulated cues. We used a three by three by two factorial design in which goals, stress, and change (as a repeated factor) were varied to test the hypotheses. Results supported the main hypotheses and demonstrated that the same level of goal difficulty may lead to high or low performance and adaptation to change depending on the appraisal of the situation as challenging or threatening. The theoretical and practical implications of these findings are further discussed.     

‘Habitually deciding’ or ‘habitually doing’? A response to Hagger (2019)

Hagger (2019) offers an insightful synthesis of recent theoretical and empirical developments in understanding of habit and its relevance to physical activity. This commentary extends coverage of one such advance, namely the distinction between two manifestations of habit in physical activity: habitually ‘deciding’ to engage in activity (i.e. habitual instigation), and habitually ‘doing’ the activity (habitual execution). We explore the rationale for this distinction and argue that most contemporary theory and evidence around habitual physical activity – and by extension, Hagger’s review – implicitly focuses on instigation and neglects execution. We offer hypotheses around the potential roles that habitual execution may play in physical activity. Broadening the scope of inquiry within the field to more fully encompass habitual performance would achieve a more comprehensive and informative account that incorporates concepts of skill acquisition and mastery.     

Serial learning: Identification of subjective subsequences

Learning of fixed arbitrary sequences proceeds by idiosyncratic subsequencing and assembly of the resulting subsequences. An error item that just precedes a subjective subsequence is a closely constrained member of that subsequence. Identification and characterization of subjective subsequences were accomplished by analyses of forward serial learning, free recall, and backward serial learning. We conclude that ordinary serial learning cannot be represented by traditional continuous-process theories, but instead must be treated by an organizational model.