Investigating route learning,metacognition, and beacon-based strategies using virtual environments

IntroductionDominant theories of wayfinding may have underestimated the ease with which adults can learn a route, even with minimal exposure to that route.ObjectivesIn this paper we present three different experiments to provide a comprehensive picture of whether adults can learn complex routes consisting of a number of choicepoints, and if so, what strategies they might be employing to do so.Methodand results We found that adults could learn a 15-junction route after only a single experience of the route (Experiment 1) but that they underestimated how good they would be at learning the 15-junction route (Experiment 2). In Experiment 3, we found that when learning a route made up of “T” shaped junctions, participants relied on a “beacon” strategy based on visual matching.ConclusionsCollectively, these findings suggest that adults can learn complex routes, even with as many as 15 choicepoints, very quickly and without the need for repeated exposure. These findings have implications for theories of wayfinding and call into question the need for repeated exposure.     

内隐创业领导与多层次积极追随力的互动机制

多层次积极追随力是创业企业成长的重要保证。已有研究强调不同显性领导对积极追随力的影响, 结论存在较多争议。对此, 以内隐领导理论为基础, 构建了“内隐创业型领导-积极追随力”的多层次互动模型。根据此模型, 内隐创业型领导通过关系认同和领导代表性对个体与团队积极追随力产生促进作用; 团队积极追随力通过积极心理资本塑造内隐创业型领导; 团队差序氛围、员工传统性和领导特质调节焦点是互动关系重要的边界条件。     

团队工作重塑的形成与影响机制

团队工作重塑是影响团队有效性的关键性因素。基于工作设计理论和团队运作模型, 提出了一个关于团队工作重塑的前因后果的理论模型, 旨在建立团队工作重塑的逻辑关系网络。首先, 对团队工作重塑的概念和内涵进行分析, 并探讨测量工具的维度。接着从多层分析视角, 考察领导行为、工作特征、团队人格构成、人力资源管理系统对团队工作重塑的影响, 以及团队主动性动机状态中介作用。最后分析团队工作重塑对团队有效性的作用机制。     

Quality and Individualization in Wraparound Team Planning

In children’s mental health, collaborative, team-based individualized service planning is most commonly known as wraparound, and has become one of the primary strategies for improving services and outcomes for children with the highest levels of need. We report on analyses of data gathered at 72 wraparound team meetings from communities around the United States. We describe the composition of the teams and the quality of the planning process they engaged in, and explore the extent to which these factors were associated with team member satisfaction and the individualization of plans. Teams in our study were numerically dominated by professionals. Parents attended a large majority of meetings, participation by youth and family advocates was frequent, participation by other family members infrequent, and participation by other members of the family’s informal or natural support networks rare. Observed teams varied considerably in the quality of their planning process and the degree of individualization of plans. Higher-quality planning was significantly associated with increased individualization of plans and with team member satisfaction with meeting productivity.     

Crews: A Distinct Type of Work Team

Distinctions among different types of work teams have been emerging in the theoretical literature as a key to understanding important work team processes. This has been precipitated by an increased appreciation of the importance of a work team's operating environment on such processes. Moreover, such distinctions are felt to be useful to practice in such areas as team staffing, training, and establishing leadership requirements. The present study investigates the concept of crews and contrasts it with other types of work teams by empirically assessing crewness, the extent to which a work team can be classified as a crew. A new scale of crewness was developed and administered to various collectives of workers including fire fighter crew members and project team members in order to establish the unique qualities of crews to show that they are a distinct type of work team. Construct and discriminant validity evidence is offered in support of the crewness scale. Approaches for further investigation of this distinction are also provided in order to guide both research and practice in this area.     

A Systems/Dialectical Model of Supervision: A Symbolic Process

Although there has been a proliferation of models of supervision in the marriage and family therapy literature recently, most tend to focus on methods rather than on the process of supervision. The model presented here is grounded in developmental concepts and focuses on student learning through a dialectical process of cognitive and emotional growth and incorporates three stages: 1) developing relationships; 2) breaking impasses, and 3) orchestrating changes. Students discover that supervision becomes isomorphic with relationship issues that arise in their therapy sessions. Dialectical in nature in that each stage is characterized by the resolution of contradictory emotions, the supervision process helps supervisees experience emotional shifts in their interactions with others, referred to as emotional restructuring.     

组织变革背景下团队主动性的结构与测量

旨在探索组织变革背景下团队主动性行为的结构,并开发出相应的测量工具。首先对20家企业的27位高管进行了深度访谈,然后按照扎根理论思路对获取资料进行细致分析,探索团队主动性的结构,再按照严格的心理测量学程序开发团队主动性的测量问卷,并以来自60家企业的70个团队（共292位成员）为对象进行了测验。研究发现：团队主动性的主要维度包括群策、协作和适应。经过探索性因素分析和验证性因素分析,结果表明测量工具有着良好的信度和构思效度。     

Distinguishing Source of Autonomy Support in Relation to Workers' Motivation and Self-Efficacy

ABSTRACt

The purpose was to investigate the relationship between autonomy support by managers and co-workers and employees' work motivation and self-efficacy in two studies. In Study 1, a sample of 343 Swedish workers completed surveys, and in Study 2, we followed up with a subsample of 98 workers one year later. As in previous studies, managers' support of autonomy was significantly positively related to workers' outcomes. However, the results of Study 1 also showed that co-worker autonomy support was related to these outcomes over and above the effects of manager support. Study 2 showed that changes in autonomy support from co-workers during one year significantly predicted motivation and self-efficacy one year later, while change in support from managers was unrelated to outcomes later. These findings provide evidence for the importance of both vertical and horizontal sources of support.     

We're all in this together now: group performance feedback to increase classroom team data collection

This study's primary goal was to evaluate the use of performance feedback procedures delivered to a classroom team to increase daily data collection. Performance feedback (PFB) was delivered to four classroom teams responsible for the daily collection of data representing student performance during prescribed instructional activities. Using a multiple-baseline design, the effects of the team performance-feedback were evaluated for the target student, and for generalization to data collection for all classroom students. A secondary question evaluated if student on-task behavior correlated with increased data collection. Finally, social validity was investigated to evaluate team satisfaction with the PFB intervention. The results demonstrate improved data collection across all four classroom teams for the target student in each classroom and generalization within classrooms to all remaining students. Slight increases in student on-task behavior were observed in three of the four classrooms, and teacher satisfaction ratings were high.     

Six-Year Sustainability of Evidence-Based Intervention Implementation Quality by Community-University Partnerships: The PROSPER Study

There is a knowledge gap concerning how well community-based teams fare in implementing evidence-based interventions (EBIs) over many years, a gap that is important to fill because sustained high quality EBI implementation is essential to public health impact. The current study addresses this gap by evaluating data from PROSPER, a community-university intervention partnership model, in the context of a randomized-control trial of 28 communities. Specifically, it examines community teams' sustainability of implementation quality on a range of measures, for both family-focused and school-based EBIs. Average adherence ratings approached 90% for family-focused and school-based EBIs, across as many as 6 implementation cohorts. Additional indicators of implementation quality similarly showed consistently positive results. Correlations of the implementation quality outcomes with a number of characteristics of community teams and intervention leaders were calculated to explore their potential relevance to sustained implementation quality. Though several relationships attained statistical significance at particular points in time, none were stable across cohorts. The role of PROSPER's continuous, proactive technical assistance in producing the positive results is discussed.