Emotion in man as Tested by the Delta Index of the Electroencephalogram: II. Simultaneous Records from Cortex and from a Region Near the Hypothalamus

Five male undergraduates could earn 4¢ for every 200 knob-pulls. In addition, they could avoid or terminate an aversive tone by pressing a button with a force of 1.5 lbs (nonaggressive response) or by hitting a cushion with at least 20 lbs force (aggressive response). Rates of aggression tended to be higher during sessions where money was taken from the Ss at the rate of 1¢ per 12 seconds than during sessions when taking was not in effect. Rates of nonaggressive responses were constant across conditions.     

The relationship between organizational trust,resistance to change and adaptive and proactive employees' agility in an unplanned and planned change context

Modern organizations need to adapt quickly to on-going changes. The present study sought to examine employees' agility during periods of sudden, unplanned, and during periods of planned change. It was investigated to what extent one's trust in the organization and resistance to change could predict proactive agility and adaptive agility. Data came from employees (N = 188) in two different organizations, one undergoing an unplanned change and one undergoing a planned change. In both contexts, organizational trust had a negative relationship with resistance to change. In an unplanned change context (organization one), trust of employees in the organization had a positive effect on the adaptive component of agility through the (negative) mediation by affective resistance to change. In this context, trust did not have any (mediated) effect on the proactive component of agility. In contrast, in a planned change context (organization two), trust had a positive effect on the proactive component of agility, partially through the (negative) mediation by resistance to change. In this context, trust also had a positive effect on the adaptive component of agility, partially through the (negative) mediation by resistance to change. These results imply that trust works in different ways depending on the type of change. More trust through less resistance implies better adaptation during unplanned organizational change. More trust works directly and partially through less resistance to change to enhance employee proactivity and adaptability during planned change.