Treatment dropout is a problem of great prevalence and stands as an obstacle to recovery in cocaine-dependent (CD) individuals. Treatment attrition in CD individuals may result from impairments in cognitive control, which can be reliably measured by the Stroop color-word interference task. The present analyses contrasted baseline performance on the color-naming, word-reading, and interference subtests of the Stroop task in CD subjects who completed a cocaine treatment trial (completers: N ¼ 50) and those who dropped out of the trial before completion (non-completers: N ¼ 24). A logistic regression analysis was used to predict trial completion using three models with the following variables: the Stroop task subscale scores (Stroop model); the Hamilton depression rating scale (HDRS) scores (HDRS model); and both the Stroop task subscale scores and HDRS scores (Stroop and HDRS model). Each model was able to significantly predict group membership (completers vs non-completers) better than a model based on a simple constant (HDRS model p ¼ 0.02, Stroop model p ¼ 0.006, and Stroop and HDRS model p ¼ 0.003). Models using the Stroop preformed better than the HDRS model. These findings suggest that the Stroop task can be used to identify cocaine-dependent subjects at risk for treatment dropout. The Stroop task is a widely available, reliable, and valid instrument that can be easily employed to identify and tailor interventions of at risk individuals in the hope of improving treatment compliance.

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The geography of strain: organizational resilience as a function of intergroup relations This work was made openly accessible by BU Faculty. Please share how this access benefits you. Your story matters.Abstract:Organizational resilience is defined as the organization's ability to absorb strain and preserve or improve functioning despite the presence of adversity. Existing scholarship implicitly assumes that organizations experience and respond holistically to acute forms of adversity. We challenge this assumption by theorizing how adversity can create differential strain, affecting parts rather than the whole of organizations. We argue that relations among those parts fundamentally shape organizational resilience. We develop a theoretical model that maps how the differentiated emergence of strain in focal parts of an organization triggers the movements of adjoining parts to provide or withhold resources necessary for focal parts to adapt effectively. Drawing on core principles of theories about intergroup relations, we theorize three specific pathwaysintegration, disavowal, and reclamation-by which responses of adjoining parts to focal part strain shape organizational resilience. We further theorize influences on whether and when adjoining parts are likely to select different pathways. The resulting theory reveals how the social processes among parts of organizations influence member responses to adversity, and ultimately organizational resilience. We conclude by noting the implications for organizational resilience theory, research and practice. ABSTRACTOrganizational resilience is defined as the organization's ability to absorb strain and preserve or improve functioning despite the presence of adversity. Existing scholarship implicitly assumes that organizations experience and respond holistically to acute forms of adversity. We challenge this assumption by theorizing how adversity can create differential strain, affecting parts rather than the whole of organizations. We argue that relations among those parts fundamentally shape organizational resilience. We develop a theoretical model that maps how the differentiated emergence of strain in focal parts of an organization triggers the movements of adjoining parts to provide or withhold resources necessary for focal parts to adapt effectively. Drawing on core principles of theories about intergroup relations, we theorize three specific pathways-integration, disavowal, and reclamation-by which responses of adjoining parts to focal part strain shape organizational resilience. We further theorize influences on whether and when adjoining parts are likely to select different pathways. The resulting theory reveals how the social processes among parts of organizations influence member responses to adversity, and ultimately organizational resilience. We conclude by noting the implications for organizational resilience theory, research and practice.

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