Assessing potential reinforcement-like effects of brief stimuli unrelated to food reinforcers

It is widely assumed that reinforcers are biologically relevant stimuli, or stimuli that have been associated with biologically relevant stimuli. However, brief, arbitrary stimuli have also been reported to have reinforcement-like effects, despite being unrelated to biologically relevant stimuli like food. The present study explored the potential reinforcement-like effects of brief stimuli across 5 experiments. In Experiments 1 through 4, pigeon subjects responded for food reinforcement and brief stimulus presentations in a 2-component multiple schedule. Neither baseline response rates nor resistance to change during disruption tests were systematically greater in a component with versus without brief stimulus presentations. Increasing the rate and duration of brief stimulus presentations in Experiment 4 did not reveal reinforcement-like effects when compared directly with food. In Experiment 5, pigeons chose between independent terminal links in a concurrent-chains procedure. Across conditions, varying the location, duration, and rate of brief stimulus presentations in the terminal links had no systematic effects on preference. In contrast, varying rates of food reinforcers resulted in large and reliable shifts in preference. Therefore, the present study found no systematic evidence that brief stimuli unrelated to food reliably increase response rates, resistance to change, or preference. These data demonstrate the value of systematic replication, and a behavioral momentum approach to assessing potential reinforcement-like effects.     

Creative Problem Solving in Small Groups: The Effects of Creativity Training on Idea Generation,Solution Creativity,and Leadership Effectiveness

This investigation evaluated the degree to which creativity training, idea generation instruction, and creative process impacted idea production, creativeness of solutions, and leadership effectiveness. Three sets of hypotheses were tested with a 114 groups of adults. First, groups whose members had some (i.e., one CPS course) or advanced training (i.e., graduate-level study in creativity or creativity professionals) were significantly more effective at idea generation than groups without training. Furthermore, leaders with some and advanced training were perceived to be significantly more effective than those with no creativity training. With respect to creativeness of solutions, the advanced training groups outperformed all others. The second set of hypotheses focused on the effectiveness of idea generation instruction (i.e., instructions without brainstorming, brainstorming, and brainstorming with criticism). Analysis revealed no significant difference for idea generation instruction relative to idea production or creativeness of solutions. The final set of hypotheses examined the use of a simple process structure for groups without prior creativity training (i.e., distinct phases for idea generation and solution development). Analysis revealed that those meetings that followed a simple process structure out performed groups that did not follow a process for both idea generation and creativeness of solutions. Further results are presented and implications discussed.     

A qualitative study of leader behaviors perceived to enable salesperson performance

Abstract

This study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.     

Theory change in immunology part II: The clonal selection theory

This two-part article examines the competition between the clonal selection theory and the instructive theory of the immune response from 1957–1967. In Part I the concept of a temporally extended theory is introduced, which requires attention to the hitherto largely ignored issue of theory individuation. Factors which influence the acceptability of such an extended theory at different temporal points are also embedded in a Bayesian framework, which is shown to provide a rational account of belief change in science. In Part II these factors, as elaborated in the Bayesian framework, are applied to the case of the success of the clonal selection theory and the failure of the instructive theory.