Coordinating Actions

The motor system composes complex actions by combining simpler submovements. This presumably involves sharing information about the progress of one submovement with the centres controlling another submovement, to ensure that the second happens in an appropriate relation to the first. This process is called coordination. In this paper Idiscuss evidence that coordinating actions indeed involves an active process of sharing information about the current state of movements. Coordination appears to be qualitatively different from the process of reacting to external stimuli. This may reflect the importance of predictive representations in coordination. Finally, the processes underlying coordination appear to be organized in a response-specific fashion, as a number of relatively independent circuits. The development and tuning of these circuits may, in part, be what makes an action "skilled".     

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.     

The long-term evaluation of a behavioral treatment program for child molesters

Recidivism data derived from various sources over a follow-up period of 1–11 yr, provided the basis for appraising the effectiveness of a comprehensive cognitive-behavioral treatment program for familial and nonfamilial child molesters. Unofficial records held by police and Children's Aid Societies proved to be the best data for estimating recidivism. These data revealed increases in recidivism with longer follow-up periods, but there were consistent advantages for the treated over the untreated patients. Men who had sexually abused the daughters of other people demonstrated the clearest treatment benefits. The younger offenders and those who had engaged in genital-genital contact with their victims were more likely to reoffend even if they were treated. Contrary to the expectations of behavior therapists, indices of deviant sexual preferences did not predict outcome.     

A COMPARISON OF PEER-DIRECTED AND TEACHER-DIRECTED EMPLOYMENT INTERVIEW TRAINING FOR MENTALLY RETARDED ADULTS

Interview skills deficits may limit employment prospects of mentally retarded adults. Although numerous papers highlight the importance of interview skills, few have validated effective strategies for use with mentally retarded persons. Further, there has been a lack of research contrasting rival interview skills training strategies. The present study was conducted with two mentally retarded young adults. It contrasted peer-directed instruction, in which both participants were equally deficient in the target skills, with teacher-directed instruction. Results of the investigation indicated that instruction, rehearsal, and feedback may be effective strategies regardless of who provides instruction. Comparisons of teacher-directed and peer-directed instruction indicated little or no difference in the effectiveness of the two procedures. However, the peer-directed procedure involved considerably less staff time than did the teacher-directed procedure.