The role of aspirations and aspirations adaptation in explaining satisficing and bounded rationality

The explanation of bounded rationality in terms of satisficing has been received with skepticism, but Simon's claim that satisficing reflects aspirations and their adaptation could help resolve the matter, particularly taking account of the amplifications introduced by Selten to include motivational factors. Experimental investigations by Guth and his colleagues provide some support. Open-ended, in-depth interviews by Bewley and Schwartz help explain the factors that influence aspirations (which may differ for different tasks), giving attention to affective influences and also to context. They suggest a positive but more complicated relationship between the relative success in realizing profits aspirations and the adaptation of those aspirations, and also in the consequences that aspiration levels have for bounded rationality.     

Counselling and Psychotherapy: Is There a Difference? Does It Matter?

The terms ‘counselling’ and ‘psychotherapy’ are often employed in a loosely interchangeable way, especially in Australia. Where distinctions are made, there has been little agreement on what each term should cover. This article examines several axes on which ‘counselling’ might potentially be distinguished from ‘psychotherapy’; the most promising basis for such a distinction seems to be whether or not the mode of work attempts to access the unconscious. On this basis, several modalities currently termed ‘therapy’ would in fact be classed as types of ‘counselling’, including those modalities of family therapy which aim to engage clients at the level of conscious behaviour change and restructuring. Consideration of how new professionals are trained lends support to a continuum, with short‐term, problem‐focused conscious‐oriented approaches at one end, and longer‐term, transference‐focused, unconscious‐oriented approaches at the other, the dividing line coming at the point where trainees learn the skill of ‘immediacy’.     

Reports of Conferences,Institutes, and Seminars

In the span of four weeks, from late March to early April 2008, three important technical services conferences were held: the Electronic Resources & Libraries Conference, the New England Technical Services Librarians Conference, and the North Carolina Serials Conference.     

Where Did the Bodies Go? The Social Construction of Suicide Data,New York City, 1976–1992*

The number of suicides reported for New York City by the National Center for Health Statistics (NCHS) fell precipitously in 1985 and remained extremely low until 1989, when it returned to pre‐1985 levels. The downturn in reported suicides from 1985 to 1988 occurred in all five of the city's boroughs but did not extend to the suburbs. The apparent drop in suicide rates was largely and perhaps completely an artifact of personnel and policy changes in the New York City Chief Medical Examiner's Office during a period in which the office engaged in defensive structuring in the face of severe political, economic, and journalistic pressures. During the downturn, suicides were “hidden” in reported deaths attributable to non‐motor‐vehicle accidents and, to a lesser extent, undeter‐mined external causes. The socially constructed trough in suicide rates between 1985 and 1988 affects the outcome of tests of theories of suicidal behavior using county‐level data for New York State.     

Managing Change Across Boundaries: Boundary‐Shaking Practices1

To date, boundary spanning has primarily been conceived of as an activity relating an organization to its environment, including other organizations with which it cooperates and competes. In contrast, this study focuses on the boundary spanning practices of individuals acting as change agents to implement boundary‐shaking change initiatives across intra‐organizational boundaries. These boundary‐shaking individuals all work for blue‐chip organizations in sectors as diverse as pharmaceuticals, consultancy and automotive. The change initiatives are equally diverse, including post‐merger integration, exploitation of across‐business synergies and implementing more integrative structures. Through our examination of boundary‐shakers we are able to extend what we know about internal change agency and change agent skills and practices. Our starting point is that organizations are comprised of networks of people with a degree of common interest. Our research shows our research subjects to be active movers and shakers in these networks, using their knowledge of the organizational political context and the motivations of others to create new networks (or new meanings within old networks), which then enables them to pursue their change objectives.