Response error and processing biases in confidence judgment

Previous studies showed that random error can explain overconfidence effects typically observed in the literature. One of these studies concluded that, after accounting for random error effects in the data, there is little support for cognitive‐processing biases in confidence elicitation. In this paper, we investigate more closely the random error explanation for overconfidence. We generated data from four models of confidence and then estimated the magnitude of random error in the data. Our results show that, in addition to the true magnitude of random error specified in the simulations, the error estimates are influenced by important cognitive‐processing biases in the confidence elicitation process. We found that random error in the response process can account for the degree of overconfidence found in calibration studies, even when that overconfidence is actually caused by other factors. Thus, the error models say little about whether cognitive biases are present in the confidence elicitation process. Copyright © 2008 John Wiley & Sons, Ltd.     

Defining, Measuring, and Comparing Organisational Cultures

La littérature portant sur la culture des organisations souffre d'un manque manifeste d'enquêtes extensives débouchant sur des études comparatives. Afin de rendre plus comparables les cultures organisationnelles, nous proposons une définition et une série de dimensions. La culture organisationnelle renverrait aux perceptions communes des pratiques de travail dans le cadre des unités constitutives des organisations. A l'examen d'études empiriques, les cinq dimensions suivantes nous sont apparues: autonomie, orientation externe, coordination interdépartementale, orientation vers les ressources humaines et orientation vers le développement. L'utilisation de cette définition et de ces dimensions générales devrait faciliter la comparaison des cultures organisationnelles et l'accumulation de résultats.
Within the body of organisation culture literature, there is a conspicuous absence of large-scale studies reporting on comparative studies. In order to increase comparability of organisational cultures we propose a definition and a set of dimensions. Organisational culture is defined as shared perceptions of organisational work practices within organisational units. On the basis of empirical studies we discerned the following five dimensions: autonomy, external orientation, interdepartmental coordination, human resource orientation, and improvement orientation. Use of this definition and a set of such generic dimensions would facilitate the comparison of organisational cultures and the accumulation of research findings.     

Who uses community mental health centres? A study of one health district

A caseload analysis was undertaken to investigate those clients seen by five community mental health centre teams within one healthcare district. The 985 clients are described in terms of demographic and clinical features and questions relating to service provision are discussed.     

Local Opposition to the Construction of a Nuclear Power Station: Differential Salience of Impacts1

This study examined attitudes among 290 residents of three villages in South-West England toward proposals to build a nuclear power station nearby. Respondents were split into four groups according to whether they were neutral or in favor of a new power station either locally or elsewhere in the UK (Group PN), against one locally but neutral or pro elsewhere (LO), or moderately (MO) or extremely (XO) against a new power station both locally and elsewhere. The perceived impact of a nuclear power station on local life was assessed by 30 items. The PN group expected most benefit or least damage on all 30 items. On a majority of items the mean ratings of the LO group resembled those of the XO's more than did those of the MO's. A stepwise discriminant analysis yielded two interpretable functions. The first reflected a trend over the groups in the order PN-LO-MO-XO and was marked particularly by concern with impact on personal peace of mind. The second fuction discriminated the LO's from the other groups, suggesting that they were relatively less concerned with specifically nuclear risks, but more concerned with environmental conservation.     

Reduced intergroup differentiation as a result of self-categorization in overlapping categories. A quasi-experiment

A quasi-experiment was conducted to examine the effects of self-categorization in overlapping categories on intergroup differentiation. ‘Old aged women’ was used as the first, ‘sports’ as the additional category. It could be shown that intergroup differentiation was significantly reduced under crossed categorization conditions. Implications for social compensation strategies are discussed.     

Recognition and recall of invisible objects

Three experiments examined recognition and recall of items that people imagined as being invisible. When one item hid another, the hidden item suffered in recognition, but so did the one that remained visible; the demand to imagine items invisibly made both items less recognizable than in control conditions. Cued recall did not depend on whether the visible item or the invisible item was the cue, but it did depend on whether the initial task required relational processing of the items. When both items were invisible in a dark imaginary scene, there was a general loss in all measures of memory, including memory for the scene. None of the results requires recourse to the “out of sight, out of mind” principle that memory depends on the visual characteristics of images. The results attest, instead, to the importance of the informational characteristics of memorial records.