plans? An understanding of the motivations and interests of process participants is often crucial to the successful redesign of processes. This thesis proposes a modelling framework i (pronounced i-star) consisting of two modelling components. The Strategic Dependency (SD) model describes a process

This is the manuscript that was published, with only minor copy-editing alterations, as: Haidt, J. (2001). The emotional dog and its rational tail: A social intuitionist approach to moral judgment. Psychological Review. 108, 814-834 Copyright 2001, American Psychological Association To obtain a reprint of the final type-set article, please go through your library’s journal services, or contact the author directly Research on moral judgment has been dominated by rationalist models, in which moral judgment is thought to be caused by moral reasoning. Four reasons are given for considering the hypothesis that moral reasoning does not cause moral judgment; rather, moral reasoning is usually a post-hoc construction, generated after a judgment has been reached. The social intuitionist model is presented as an alternative to rationalist models. The model is a social model in that it de-emphasizes the private reasoning done by individuals, emphasizing instead the importance of social and cultural influences. The model is an intuitionist model in that it states that moral judgment is generally the result of quick, automatic evaluations (intuitions). The model is more consistent than rationalist models with recent findings in social, cultural, evolutionary, and biological psychology, as well as anthropology and primatology. Author notes

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In this book we aim to present, in a unified framework, a broad spectrum of mathematical theory that has grown in connection with the study of problems of optimization, equilibrium, control, and stability of linear and nonlinear systems. The title Variational Analysis reflects this breadth. For a long time, ‘variational ’ problems have been identified mostly with the ‘calculus of variations’. In that venerable subject, built around the minimization of integral functionals, constraints were relatively simple and much of the focus was on infinite-dimensional function spaces. A major theme was the exploration of variations around a point, within the bounds imposed by the constraints, in order to help characterize solutions and portray them in terms of ‘variational principles’. Notions of perturbation, approximation and even generalized differentiability were extensively investigated. Variational theory progressed also to the study of so-called stationary points, critical points, and other indications of singularity that a point might have relative to its neighbors, especially in association with existence theorems for differential equations.

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subcomponents to deal with auditory/verbal material and visual/2- or 3-dimensional information as well as an effectively unlimited long-term memory, holding schemas that vary in their degree of automation. These structures and functions of human cognitive architecture have been used to design a variety of novel

Virtually all current theories of choice under risk or uncertainty are cognitive and consequentialist. They assume that people assess the desirability and likelihood of possible outcomes of choice alternatives and integrate this information through some type of expectation-based calculus to arrive

Since the beginning of the century, feedback interventions (FIs) produced negative—but largely ignored—effects on performance. A meta-analysis (607 effect sizes; 23,663 observations) suggests that FIs improved performance on average (d =.41) but that over '/3 of the FIs decreased perfor-mance. This finding cannot be explained by sampling error, feedback sign, or existing theories. The authors proposed a preliminary FI theory (FIT) and tested it with moderator analyses. The central assumption of FIT is that FIs change the locus of attention among 3 general and hierarchically organized levels of control: task learning, task motivation, and meta-tasks (including self-related) processes. The results suggest that FI effectiveness decreases as attention moves up the hierarchy closer to the self and away from the task. These findings are further moderated by task characteristics that are still poorly understood. To relate feedback directly to behavior is very confusing. Results are contradictory and seldom straight-forward. (Ilgen, Fisher, & Taylor, 1979, p. 368) The effects of manipulation of KR [knowledge of results] on motor learning...reveal... some violent contradictions to earlier beliefs about KR, and some glaring absences in our knowledge. (Salmoni, Schmidt, & Walter, 1984, p. 378). Feedback does not uniformly improve performance. (Balcazar,

principal claims are made: (1) A very important function of desk organization is to remind the user of things to do, not just to help the user find desired information. Failing to support this function may seriously impair the usefulness of electronic office systems, and explicitly facilitating it may

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