Solubility properties of racemic praziquantel and its enantiomers

This study was designed to examine both the pattern of team and player efficacy across a season of competition and the relationships among player efficacy, team efficacy, and team performance in collegiate ice hockey. The team and player efficacies of hockey players from 6 teams in a midwestern collegiate hockey league were assessed prior to 32 games. Official game statistics were factor analyzed to produce one useable performance measure, performance outcome. A consensus analysis demonstrated that players held homogeneous beliefs regarding their own and their teams' abilities to perform successfully. A meta-analysis of the regression equations for each team confirmed the homogeneity among teams and the predictive superiority of team efficacy in predicting team performance. Also, when team wins and losses were analyzed across the season, team efficacy significantly increased after a win and significantly decreased after a loss, but player efficacy was not affected.     

Perceived team and player efficacy in hockey.

This study was designed to examine both the pattern of team and player efficacy across a season of competition and the relationships among player efficacy, team efficacy, and team performance in collegiate ice hockey. The team and player efficacies of hockey players from 6 teams in a midwestern collegiate hockey league were assessed prior to 32 games. Official game statistics were factor analyzed to produce one useable performance measure, performance outcome. A consensus analysis demonstrated that players held homogeneous beliefs regarding their own and their teams' abilities to perform successfully. A meta-analysis of the regression equations for each team confirmed the homogeneity among teams and the predictive superiority of team efficacy in predicting team performance. Also, when team wins and losses were analyzed across the season, team efficacy significantly increased after a win and significantly decreased after a loss, but player efficacy was not affected. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Affective Reactions to Cross-Functional Teams: The Impact of Size, Relative Performance, and Common In-Group Identity.

This study examined the extent to which (a) the formation of a common in-group identity mitigated the negative effects of functional heterogeneity and (b) group size and relative group performance influenced the formation of a common in-group identity once cross-functional teams are formed. Results of a laboratory experiment with 79 student groups indicate that relative group performance did influence the formation of a common in-group identity and that the in-group identity served to improve affective reactions (i.e., satisfaction and preference to work with the group). Findings are discussed in terms of the impact on cross-functional teams. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceived physical attractiveness of supporters of Canada's political parties: Stereotype or in-group bias?

One week prior to Canada's May, 1979 federal election and 1 wk prior to the February, 1980 election, supporters of each of the 3 major political parties attempted to identify, from photos, supporters of their own party and of the other 2 parties. The photos had previously been scaled in terms of physical attractiveness. In line with an in-group biasing hypothesis, Ss (67 19–50 yr olds) selected more attractive photos as being of supporters of their own party and less attractive photos as being of supporters of other parties. In both studies, however, significant interactions revealed that supporters of the New Democratic Party did not sort the photographs in the direction of an in-group favoritism. (French abstract) (9 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Team negotiation: An examination of integrative and distributive bargaining.

[Correction Notice: An erratum for this article was reported in Vol 70(3) of Journal of Personality and Social Psychology (see record 2010-03549-001). Susan E. Brodt's department affiliation was listed incorrectly on p. 66. Her correct affiliation is The Fuqua School of Business, Duke University. It appears correctly in this record.] Two experiments compared the effectiveness of team and solo negotiators in integrative and distributive bargaining. When at least 1 party to a negotiation was a team, joint profit increased. Teams, more than solos, developed mutually beneficial trade-offs among issues and discovered compatible interests. The presence of at least 1 team increased information exchange and accuracy in judgments about the other party's interests in comparison with solo negotiations. The belief by both teams and solos that teams have a relative advantage over solo opponents was not supported by actual outcomes. Unexpectedly, neither private meetings nor friendships among team members improved the team's advantage. Teams of friends made less accurate judgments and reached fewer integrative agreements compared to teams of nonfriends. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Intergroup aggression: Its predictors and distinctness from in-group bias.

Investigated predictors of intergroup aggression and its relations to in-group bias. In a questionnaire, 156 Israeli adults reported perceptions of their own religious group and of the ultraorthodox Jewish out-group and expressed aggression toward the ultraorthodox (opposing institutions that serve their needs, supporting acts harmful to them, and opposing interaction with them). Respondents showed in-group favoritism in trait evaluations, but this bias was unrelated to aggression. Perceived intergroup conflict of interests, the postulated motivator of aggression, predicted it strongly. The effects of conflict on aggression were partially mediated by 2 indexes of dehumanizing the out-group (perceived value dissimilarity and trait inhumanity) and by 1 index of probable empathy with it (perceived in-group–out-group boundary permeability). These variables related to aggression more strongly among persons who identified highly with their in-group. The variables also mediated the effects of religious group affiliation on aggression. The value dissimilarity finding supports derivations from belief congruence theory. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Sex and social influence: Does sex function as a status characteristic in mixed-sex groups of children?

168 White 4th and 5th graders were assigned to 4-person teams, each consisting of 2 boys and 2 girls, of unfamiliar peers matched on grade, height, socioeconomic class, and field independence. Teams were randomly assigned to expectation training or control conditions and, on the basis of their team's assignment, Ss received 1 of the 2 treatments. Following the treatment condition, team members were brought together for the first time to play a cooperative board game. Group interaction was videotaped and subsequently coded; Ss were interviewed individually following the game. Analyses of control team data showed that, with regard to S perceptions, sex functioned as a status characteristic with girls who were perceived as less competent and less leaderlike than boys; these perceptions were not supported by sex differences in behavior. The experimental treatment, which did not change Ss' behavior, improved peer perceptions of girls relative to boys. (23 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Mental model metrics and team adaptability: A multi-facet multi-method examination.

This paper empirically examines the convergent, discriminant, and predictive validity of three team mental model measurement approaches. Specifically, this study measures the similarity (MM-similarity) and quality (MM-quality) facets of team strategy-focused mental models using structural networks, priority rankings, and importance ratings. The convergent and divergent relationships among the three mental model metrics are then examined via a multi-facet multi-method matrix. Finally, the relative utility of each metric for understanding the relationships between team mental models, team adaptability, and decision effectiveness are compared. The study was conducted in a laboratory setting, modeling 56 four-person decision-making teams. Results indicate little convergent and extensive discriminant validity across the three mental model metrics. In addition, only mental models measured using the structural networks metric were found to have predictive validity in relation to team adaptation and performance. The quality and similarity of team structural networks were found to have interactive effects in relation to adaptation such that mental model quality was most strongly related to adaptation for teams with low mental model similarity and unrelated to adaptation for teams with high similarity. In turn, adaptation was critical for team decision effectiveness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Toward an explanation of cultural differences in in-group favoritism: The role of individual versus collective primacy.

Previous research conducted on a Western sample has shown that people are less apt to exhibit in-group favoritism when they perform well individually while their in-group performs poorly. The authors evaluated whether this finding would be moderated by the cultural dimension of individual–collective primacy, which refers to whether people give more weight to their personal interests rather than their in-group's interests when forced to choose between the two. The authors hypothesized that relative to their counterparts from the United States, participants from the People's Republic of China would have more of a collective-primacy orientation and therefore would exhibit more in-group favoritism when they performed well individually while their in-group performed poorly. The results supported the hypothesis. Implications for the literatures on in-group favoritism and cross-cultural differences are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Simulation study of competition in an "open world."

5 3-man teams competed in a business game in an environment in which behavioral access to the simultaneous behavior of a competing team by means of closed-circuit TV and sound could be purchased. Switching to other teams made possible nearly continuous surveillance of all the competitors. Preliminary results describe the various adaptations of the teams to this unusual technological capability. Speculations on the implications of such research for the worlds of business and international relations are included. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

"Team negotiation: An examination of integrative and distributive bargaining": Correction.

Reports an error in "Team negotiation: An examination of integrative and distributive bargaining" by Leigh Thompson, Erika Peterson and Susan E. Brodt (Journal of Personality and Social Psychology, 1996[Jan], Vol 70[1], 66-78). Susan E. Brodt's department affiliation was listed incorrectly on p. 66. Her correct affiliation is The Fuqua School of Business, Duke University. (The following abstract of the original article appeared in record 1996-01707-006.) Two experiments compared the effectiveness of team and solo negotiators in integrative and distributive bargaining. When at least 1 party to a negotiation was a team, joint profit increased. Teams, more than solos, developed mutually beneficial trade-offs among issues and discovered compatible interests. The presence of at least 1 team increased information exchange and accuracy in judgments about the other party's interests in comparison with solo negotiations. The belief by both teams and solos that teams have a relative advantage over solo opponents was not supported by actual outcomes. Unexpectedly, neither private meetings nor friendships among team members improved the team's advantage. Teams of friends made less accurate judgments and reached fewer integrative agreements compared to teams of nonfriends. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Social and emotional messages of smiling: An ethological approach.

Naturalistic observation at a bowling alley (N?=?1,793 balls) shows that bowlers often smiled when socially engaged, looking at and talking to others, but not necessarily after scoring a spare or a strike. In a 2nd study, bowlers (N?=?166 balls) rarely smiled while facing the pins but often smiled when facing their friends. At a hockey game, fans (N?=?3,726 faces) smiled both when they were socially involved and after events favorable to their team. Pedestrians (N?=?663) were much more likely to smile when talking but only slightly more likely to smile in response to nice weather than to unpleasant weather. These 4 studies suggest a strong and robust association of smiling with a social motivation and an erratic association with emotional experience. (29 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Correction to Mathieu and Rapp (2009).

Reports an error in "Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies" by John E. Mathieu and Tammy L. Rapp (Journal of Applied Psychology, 2009[Jan], Vol 94[1], 90-103). In the article “Laying the Foundation for Successful Team Performance Trajectories: The Roles of Team Charters and Performance Strategies,” by John E. Mathieu and Tammy L. Rapp (Journal of Applied Psychology, 94, 90–103), the “High Chart–Low Strategy” and the “Low Chart–High Strategy” lines were inadvertently reversed in Figure 1. Below is the corrected version of Figure 1. (The following abstract of the original article appeared in record 2009-00697-021.) This study examined the influences of team charters and performance strategies on the performance trajectories of 32 teams of master's of business administration students competing in a business strategy simulation over time. The authors extended existing theory on team development by demonstrating that devoting time to laying a foundation for both teamwork (i.e., team charters) and taskwork (performance strategies) can pay dividends in terms of more effective team performance over time. Using random coefficients growth modeling techniques, they found that teams with high-quality performance strategies outperformed teams with poorer quality strategies. However, a significant interaction between quality of the charters of teams and their performance strategies was found, such that the highest sustained performances were exhibited by teams that were high on both features. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies.

[Correction Notice: An erratum for this article was reported in Vol 95(4) of Journal of Applied Psychology (see record 2010-13313-007). In the article “Laying the Foundation for Successful Team Performance Trajectories: The Roles of Team Charters and Performance Strategies,” by John E. Mathieu and Tammy L. Rapp (Journal of Applied Psychology, 94, 90–103), the “High Chart–Low Strategy” and the “Low Chart–High Strategy” lines were inadvertently reversed in Figure 1. Below is the corrected version of Figure 1.] This study examined the influences of team charters and performance strategies on the performance trajectories of 32 teams of master's of business administration students competing in a business strategy simulation over time. The authors extended existing theory on team development by demonstrating that devoting time to laying a foundation for both teamwork (i.e., team charters) and taskwork (performance strategies) can pay dividends in terms of more effective team performance over time. Using random coefficients growth modeling techniques, they found that teams with high-quality performance strategies outperformed teams with poorer quality strategies. However, a significant interaction between quality of the charters of teams and their performance strategies was found, such that the highest sustained performances were exhibited by teams that were high on both features. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Positive affect, intuition, and feelings of meaning.

Subjective rationality, or the feeling of meaning, was identified by William James (1893) as a central aspect of the non-sensory fringe of consciousness. Three studies examined the interaction of positive affect (PA) and individual differences in intuitive information processing in predicting feelings of meaning for various stimuli and life events. In Study 1 (N = 352), PA and intuition interacted to predict understanding for ambiguous quotes and abstract artwork. In Study 2 (N = 211), similar interactions were found for feelings of meaning for fans after their football team lost a conference championship game and for individuals not directly affected by Hurricane Katrina in events surrounding the hurricane. In Study 3 (N = 41), induced PA interacted with individual differences in intuition in predicting accuracy for coherence judgments for loosely related linguistic triads. Intuitive individuals in the positive mood condition recognized coherent triads more accurately than did other participants. Results are discussed in terms of the role of individual differences in intuitive information processing in the relationship of PA to cognition. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Unique individual or interchangeable group member? The accentuation of intragroup differences versus similarities as an indicator of the individual self versus the collective self.

In 4 studies, the authors examined antecedents of self-definition as either a unique individual (the individual self) or an interchangeable group member (the collective self). Accentuation of perceived similarities versus differences among in-group members including the self served as the main indicator of participants' relative emphasis on their individual or collective self. Following prior work in the social identity and self-categorization theory tradition, the authors predicted and found systematic variations in the relative emphasis on the individual or collective self. Relative emphasis varied with the valence of temporarily salient in-group features, with the more stable or chronic attractiveness of one's in-group, and with awareness of special treatment of the in-group by the outside world. Finally, issues are discussed concerning the cognitive construal of in-groups as well as the role of the individual self and the collective self for strategies of social mobility and social change. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Construction Craft Workers’ Perceptions of the Factors Affecting Their Productivity

In efforts to quantify craft workers’ perspective of construction productivity, a nationwide survey involving 1,996 craft workers was employed. The survey quantified the relative impact of 83 productivity factors, which had been identified through a series of focus group sessions involving craft workers conducted on construction jobsites located throughout the United States. The findings show that craft workers do have a good understanding of the factors affecting their daily productivity, and most of the adversarial factors affecting productivity can be addressed by site management teams. Factors involving tools and consumables, materials, engineering drawing management and construction equipment were identified as having the greatest impact on productivity from the craft workers’ perspective. A statistical comparative analysis was employed to distinguish the significant factors encountered by craft workers on projects with relatively low perceived productivity. The research further examined the differences in the perceived relative magnitude of productivity factors’ influence on construction productivity based on respondents’ union status and trade. These findings will be beneficial for engaging craft workers in productivity improvement and improving the efficiency of construction jobsites.     

Differentiating Knowledge in Teams: The Effect of Shared Declarative and Procedural Knowledge on Team Performance.

The relative effects of sharing mental models (typically defined as declarative knowledge structures) and sharing procedural knowledge on team process and performance were assessed. Forty-eight students completed a series of missions as two-person teams using a PC-based tank simulation. The results showed some support for earlier findings. Shared and accurate mental models of the task were related to team process, which was in turn related to team performance. In contrast, shared procedural knowledge was negatively related to team performance. Accurate procedural knowledge was positively related to team performance. Results are discussed in terms of the effect of sharing knowledge in teams on performance, and the implications for team training. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Thought Disorder Index: A reliability study.

Reports interrater reliability among 4 teams of raters who independently evaluated thought disorder in 20 Rorschach protocols using the Thought Disorder Index. Intraclass correlation coefficients were calculated to assess the degree of association among the 4 items for total thought disorder scores, severity levels, and qualitative thought disorder factors. Highly acceptable agreement was obtained. Spearman rank order correlation coefficients for these same variables were significant for all possible pairings of teams. A repeated-measures ANOVA indicated that the absolute amount of thought disorder tagged by each team differed even though the teams' relative rankings of thought disorder among Ss was very similar. Such scoring differences reflect individual differences in threshold for detecting deviant thinking. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Indirect minority influence: Evidence for leniency in source evaluation and counterargumentation.

In-group minorities instigate indirect change because of their distinctiveness, the unexpectedness of their position, and their common identity with their targets. Preliminary study (N?=?408) uncovered links among a set of attitudes and revealed participants were unaware of the relationship between some attitudes despite significant correlation and proximity in multidimensional space. Study 1 (N?=?222) advocated a ban of homosexual soldiers attributed to majority, in-group, or out-group minority sources. No direct influence was evident. When credited to an in-group minority, the message influenced attitudes toward gun control, which were linked to the focal beliefs. Relative to other sources, the in-group minority was more positively evaluated, and its message less strongly counterargued (both p N?=?78) reversed direct and indirect attitude objects and replicated these results. Study 3 (N?=?66) examined majority influence and revealed direct, but not indirect, majority influence when participants' membership group was threatened. (PsycINFO Database Record (c) 2011 APA, all rights reserved)