Different Research Programs on Emotion in .NET

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while simultaneously inspiring higher conduct. In this way, values are actually a more ef cient determiner of HOW we do what we do than are rules. When we embrace a value and weld it to our behavior, we believe in what we do. Business de ned in values terms is business done for a higher purpose, inspired for the greater good. A person aligned with a company value will be less likely to betray that value, because to do so does not just break a company policy; it betrays the self. At the root of these cultures lies shared values, the HOWs that guide every interaction. Business has become really good about safety since the early 1990s, in great measure because, perhaps without realizing it, it shifted safety from a set of rules and programs to a part of its core values system, and then found a way to transmit those values throughout the workforce. In other words, it changed safety from a vertical silo of WHAT into a horizontal force of HOW that powered every part of the operation, shifting it from a set of rules to a part of culture. And it succeeded. From 1992 to 2002, U.S. workplace fatalities declined 11 percent, and injuries and illness in private industry declined a remarkable 34 percent, not from more safety cops, but from more safety belief.5 Anarchy and lawlessness, blind obedience, informed acquiescence, and values-based self-governance represent the four basic types of group culture, but almost no company, team, or group is wholly one or another; they often contain bits of each in different measures. When that top salesperson decides that expense limits do not apply to him and orders the most expensive bottle of wine on the menu at his dinner meeting, he in a sense indulges anarchic impulses. Rules are not for me, he seems to say. I ll get it done my way. (Although such mavericks have a special place in the history of business, when most people organize to achieve something bigger than themselves they tend to embrace some sort of regulating system, so we will not focus much on anarchy and lawlessness for the purposes of this discussion.) When the boss writes that Get it to me by 4:00 P.M. e-mail, she is relying on the autocratic authority and the threat of punitive reprisal characteristic of blind obedience cultures to coerce results. There are no hard walls between these four basic cultures; most groups organize themselves in a progressive and evolutionary state embracing elements of all four. They require some of the coercion of blind obedience ( reable offenses, for instance); some rules and acquiescence to them (but not the stupid ones); maybe a skosh of anar-
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Starting Excel . . . . . . . . . . . . . . Excel s File Extensions . . . . . . . . . Spreadsheet File Formats Supported Lotus 1-2-3 spreadsheet files . . Quattro Pro spreadsheet files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 63 64 64 65
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items; e.g., ashamed, dissatis ed with self ), and Hostility (six items; e.g., angry, scornful). In addition, three scales assess positively valenced states that are strongly linked to the higher order Positive Affect factor: Joviality (eight items; e.g., happy, enthusiastic), Self-Assurance (six items; e.g., con dent, bold), and Attentiveness (four items; e.g., alert, concentrating). Finally, four scales are less strongly and consistently related to the higher order dimensions: Shyness (four items; e.g., bashful, timid), Fatigue (four items; e.g., sleepy, sluggish), Serenity (three items; e.g., calm, relaxed), and Surprise (three items; e.g., amazed, astonished). Watson and Clark (1994, 1997) report extensive reliability data on these scales. For instance, Watson and Clark (1997, Table 7) present median internal consistency estimates across 11 samples (nine of students, one of adults, and one of psychiatric patients), with a combined sample size of 8,194; these data re ect eight different time frames. All of the longer (i.e., ve- to eight-item) PANAS-X scales were highly reliable, with median coef cient alphas of .93 (Joviality), .88 (Guilt), .87 (Fear), .87 (Sadness), .85 (Hostility), and .83 (Self-Assurance). As would be expected, the reliabilities of the shorter scales tended to be lower, but still were quite good: .88 (Fatigue), .83 (Shyness), .78 (Attentiveness), .77 (Surprise), and .76 (Serenity). We shall examine these lower order scales in greater detail in subsequent sections, considering various types of evidence (e.g., discriminant validity, temporal stability, and self-other agreement) related to their construct validity. General Issues in Assessment at the Lower Order Level We conclude this review by discussing two general problems in the lower order assessment of affect. First, except for the introduction of the PANAS-X a few years ago, it appears that little psychometric progress has been made in this area over the past 20 to 30 years. It is particularly disturbing that we still lack a compelling taxonomy of affect at the speci c, lower order level (see also Watson & Clark, 1997). That is, even after nearly 50 years of study, mood researchers still show no consensus regarding the basic states that must be included in any complete and comprehensive assessment of affect. Without an organizing taxonomic scheme, it is impossible to determine which of the instruments we have reviewed ultimately provides the most valid and comprehensive assessment of affect. Our review does suggest two important points of agreement. First, all four instruments in current use (i.e., MAACLR, POMS, DES, PANAS-X) assess a common core of subjective distress de ned by three speci c negative affective states: fear-tension-anxiety, sadness-depression-dejection,
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an amalgam between sensory and nonsensory elements. These nonsensory elements might arise through memories or associations established by an individual s experience or history, or information from other modalities. Thus, in Figure 5.2A, the eye might be expending more energy moving over the upper divided space (since it might be stopping and starting as it moved over the included elements). Since the movement of the eye over longer extents also normally requires more effort, it may be that the proprioception from this additional effort might interact with the visual impression to produce the perception of a longer extent. Such an idea (that is, the interaction of sensory factors with information from other modalities or nonsensory sources) would nd ready acceptance with many current cognitive theories that attempt to integrate multimodal inputs as well as memory and reasoning processes into the perceptual act (c.f., Coren, 1986).
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