by showing that self-produced steering action such conduct requires a new type of theoretimay be perturbed as much or more by feed-cal psychology based on dynamic feedback back delay than target tracking.concepts of motor-sensory interaction. This The experiment brings into the open a type of theory and experimental designs defundamental weakness of past stimulus-re-rived from it could be applied with much sponse theory of behavior in dealing with profit to research and practice in the field of problems of motor skill and self-produced automobile and industrial safety, activity in performance, perception, and learning. Self-generated activities, as in tool-using, REFERENCES tracing, drawing, writing, social behavior, DUNCAN, D. B. Multiple Range and Multiple F tests, athletics, and speech, are largely of the nature Biometrics, 1955, 11, 1-42. of steering behavior as delineated in the "^^^^V^^tTp resent Study, and do not follow principles behavior. Journal of Applied Psychology, 1970, 54, of direct stimulus-response control, as sped-in press, fied in physiological reflex doctrine and SMITH, K. U., Ptm, V., & MOUTOR, K Yoked vistimulus-response concepts of conditioned and si °n-" . An f*P ei ™ enta l. systems approach to visual . , . , _ , , , rehabilitation. Unpublished manuscript, University reinforcement learning. To comprehend the of Wisconsin Behavioral Cybernetic Laboratory, meaning of self-produced behavior and ta 1966. design experiments to define the principles of (

A computer survey was conducted using the records of 3705 temporary employees who reported job fatigue during their assignments; 10,000 additional employees, who did not report fatigue, were also surveyed in order to establish base rates. Low job challenge, poor-quality supervision, low job control, poor job performance, and low pay rates were associated with employees' experiencing job fatigue. Low physical demand and low information-processing demand positions were also associated with the experience of fatigue, possibly because these variables fell below minimal thresholds necessary to maintain arousal and avoid boredom. The upper portion of the arousal-performance curve was not properly evaluated in this survey. Fatigue may result from processing too much or too little information. Motivational factors probably serve to moderate this relationship.

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The article provides an overview of how jurors process information and determine verdicts in employment litigation. It is written from the perspective of one who has served as expert witness and interviewed many jurors after the fact to understand better their thought processes in making decisions. The article presents general observations about jury behavior and decision making and identifies what juries typically require to render verdicts and the importance of providing "psychological anchors" for that task. Reactions to adverse expert testimony are discussed as well as the specific cross examination tactics that should be avoided in the attempt to mitigate this testimony. The article highlights the implications and cautions for risk management professionals, attorneys, and psychologist-managers. Finally, the sensitive issue of identifying and responding to juror bias in the service of ensuring a fair trial is discussed.This article describes how jurors process trial information, how they perceive experts, how they make decisions, and how they render verdicts. This discussion clarifies what juries need to know and how they typically obtain that information during the course of a trial. The implications for risk management professionals and lawyers are reviewed and the issue of juror bias and its detection are considered.The article is written from the perspective of one who has spent more than 25 years in front of juries as an expert witness in discrimination and harassment litiga-

This article proposes that the potential contribution of psychologists to the management profession is significant, distinct, and valuable in light of their humanistic training, high ethical standards, and networked-instead of warriorleadership style. The article maintains that with appropriate preparation, the psychologist manager can be uniquely poised to aid in the transformation of business and management practices in the 21st century. The authors consider the obstacles that limit psychologists' success as managers, including the traditional rigorous training of psychologists that emphasizes in-depth analysis and complete information that is often incompatible with the relentless pace of managerial decision making. The complexity, increasing diversity and plurality of the business environment calls for a skillful blending of the agentic and communal styles of leadership.