Gaze patterns in search reflect learnt environmental probabilities and rewards

Gigone, Krista; Droll, Jason A.; Hayhoe, Mary

doi:10.1167/6.6.836

Cited by 2 publications

(8 citation statements)

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“…Polarization results when subgroups assume extreme positions, and this effect increases as subgroups enhance intra-subgroup cohesion and communication while limiting inter-subgroup contact (Lau & Murnighan, 1998). Groups tend to discuss the information that is more common among their members and tend not to discuss information that is known to only one person or a small group of people (Gigone, 2010;Gruenfeld et al, 1996;Stasser & Titus, 1985). This process describes the common-knowledge effect.…”

Section: Discussionmentioning

confidence: 99%

“…The availability of unique data elements to group members when making a decision is critical and necessary for full comprehension of the subject matter under review. Groups tend to discuss the facts that are more common among the members and tend not to discuss information that is known to only one or a small group of people (Gigone, 2010;Gruenfeld, Mannix, Williams, & Neale, 1996;Stasser & Titus, 1985). A specific point may be an important factor regarding a decision, but if that detail is unknown by all the members involved in making the decision, a correct conclusion may not be possible.…”

Section: Subgroup Conflict Issuesmentioning

confidence: 99%

“…Closed-loop communication is a factor assumed to have positive effects on team performance (Salas, 2010). However, the common-knowledge effect and polarization issues can lead to poor communication among groups (Gigone, 2010;Lau & Murnighan, 1998). Poor communication leads to misunderstandings and conflict.…”

Section: Team Performance and Team Dysfunctionmentioning

confidence: 99%

“…Homan et al (2007) state that groups conduct complex decision-making and problem-solving. If groups engage in the common-knowledge effect-that is, they do not share information with all the members before the discussion-the outcome of the decision will be affected (Gigone, 2010). Studies have shown that sharing information is needed in order for the group to have the highest chance of making the best decision (Edmondson & Harvey, 2017;Gigone, 2010;Gruenfeld et al, 1996;Strasser et al, 1989;Stasser & Titus, 1985;Stewart & Stasser, 1995).…”

Section: Team Performance and Team Dysfunctionmentioning

confidence: 99%

“…The common-knowledge effect and polarization lead to poor communication according to researchers (Gigone, 2010;Lau & Murnighan, 1998). Emotions, such as trust, interplay with effective team productivity (Lee, Gillespie, Mann, & Wearing, 2010;Mach, Dolan, & Tzafrir, 2010).…”

Section: First Findingmentioning

confidence: 99%

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Subgroups, conflict, and leadership in higher education information technology : an interpretative phenomenological analysis exploration

Kusse¹

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Within organizations, groups often create an "us" versus "them" stance, which leads to conflict. Subgroups are smaller units within an organizational department and are based on similar attributes. This study describes and examines Chief Information Officers' (CIOs') experiences of interactions among their Information Technology (IT) subgroups and how differing subgroup perspectives may have created conflict that resulted in team ineffectiveness and inefficiency for the organization. Group Faultline Theory offers a constructive lens through which to view this research relating to the creation of subgroups and the subsequent conflict. Four current higher education CIOs were recruited for this study. Semi-structured interviews were conducted and a metaphorical drawing was collected from the participants and used for data analysis. Seven significant themes were identified from the analysis. These themes were (1) Communication; (2) Leadership; (3) Relationship Building; (4) Emotions; (5) Training; (6) Groups and Teamwork; and (7) Process. From these themes, five key findings were identified. First, all seven significant themes interconnect with each other revealing a very complex inter-relatedness. Second, conflict can be assessed by identifying low-and high-conflict traits. These traits form a spectrum of highconflict traits on one side, and low-conflict traits on the other. Third, with ineffective leadership-that is, when high-conflict traits are promoted and low-conflict traits are suppressed-the team will likely spiral into increasingly poor productivity. Fourth, leaders who attack the issue of conflict by applying their skills to promote low-conflict traits among their team members and to minimize high-conflict traits will be rewarded with a highly productive and effective team. Fifth, IT subgroup conflict was not of concern to the participants, however, interdepartmental conflict and individual-to-individual conflict were perceived to be important issues.

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Section: Discussionmentioning

confidence: 99%

Section: Subgroup Conflict Issuesmentioning

confidence: 99%

Section: Team Performance and Team Dysfunctionmentioning

confidence: 99%

Section: Team Performance and Team Dysfunctionmentioning

confidence: 99%

Section: First Findingmentioning

confidence: 99%

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Subgroups, conflict, and leadership in higher education information technology : an interpretative phenomenological analysis exploration

Kusse¹

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Ventral aspect of the visual form pathway is not critical for the perception of biological motion

Gilaie-Dotan

Saygın

Lorenzi³

et al. 2015

Proc. Natl. Acad. Sci. U.S.A.

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Identifying the movements of those around us is fundamental for many daily activities, such as recognizing actions, detecting predators, and interacting with others socially. A key question concerns the neurobiological substrates underlying biological motion perception. Although the ventral "form" visual cortex is standardly activated by biologically moving stimuli, whether these activations are functionally critical for biological motion perception or are epiphenomenal remains unknown. To address this question, we examined whether focal damage to regions of the ventral visual cortex, resulting in significant deficits in form perception, adversely affects biological motion perception. Six patients with damage to the ventral cortex were tested with sensitive point-light display paradigms. All patients were able to recognize unmasked point-light displays and their perceptual thresholds were not significantly different from those of three different control groups, one of which comprised brain-damaged patients with spared ventral cortex (n > 50). Importantly, these six patients performed significantly better than patients with damage to regions critical for biological motion perception. To assess the necessary contribution of different regions in the ventral pathway to biological motion perception, we complement the behavioral findings with a fine-grained comparison between the lesion location and extent, and the cortical regions standardly implicated in biological motion processing. This analysis revealed that the ventral aspects of the form pathway (e.g., fusiform regions, ventral extrastriate body area) are not critical for biological motion perception. We hypothesize that the role of these ventral regions is to provide enhanced multiview/posture representations of the moving person rather than to represent biological motion perception per se.

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Gaze patterns in search reflect learnt environmental probabilities and rewards

Cited by 2 publications

References 0 publications

Subgroups, conflict, and leadership in higher education information technology : an interpretative phenomenological analysis exploration

Subgroups, conflict, and leadership in higher education information technology : an interpretative phenomenological analysis exploration

Ventral aspect of the visual form pathway is not critical for the perception of biological motion

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