Evaluative processes have their roots in early evolutionary history, as survival is dependent on an organism’s ability to identify and respond appropriately to positive, rewarding or otherwise salubrious stimuli as well as to negative, noxious, or injurious stimuli. Consequently, evaluative processes are ubiquitous in the animal kingdom and are represented at multiple levels of the nervous system, including the lowest levels of the neuraxis. While evolution has sculpted higher level evaluative systems into complex and sophisticated information-processing networks, they do not (...) come to replace, but rather to interact with more primitive lower level representations. Indeed, there are basic features of the underlying neuroarchitectural plan for evaluative processes that are common across levels of organization—including that of evaluative bivalence. (shrink)

The precise relationship between the autonomic nervous system and emotion has been a topic of intense debate and research throughout the history of modern psychology. The present article considers some of the more influential theoretical frameworks that continue to drive contemporary research on the relationship between emotion and physiological processes. In particular, we highlight the multiple routes through which somatovisceral afference influences emotion and how this relates to the topic of emotion-specific patterns of autonomic nervous system activity.

To protect the welfare and rights of participants in research and to facilitate research that will be of benefit, as well as protect them against litigation, universities and research-funding agencies in Australia adopted the National Statement on Ethical Conduct in Research Involving Humans (NHMRC 1999).1 In many other countries there are similar statements. However, the ways in which such statements are often implemented by Human Research Ethics Committees (HRECs) 2 are in conflict with an important stream of industrial sociological research. (...) This stream seeks to deconstruct workplaces and de-layer management rhetoric to understand the realities and complexities of the social relations of production. There is a pluralist basis for much industrial sociology that challenges the unitarist view of the workplace as essentially harmonious. While views of workplaces as being conflictual and exploitative have to be tempered with an understanding of the accommodative and cooperative nature of workplace relations, there is nevertheless a general recognition of acts of resistance, as well as those of cooperation. The way in which the National Statement is typically implemented in Australia means that many HRECs require written, informed consent, which in the first instance will usually be that of management. An unintended consequence is a research focus on consensus, which is at best one-sided and at worst seriously misleading. It is unlikely that managerial consent will be granted unless there is a ‘good news story’ guaranteed. This article explores the ways in which HRECs may influence workplace research. The publication of the revised National Statement provides a valuable opportunity not to be missed by HRECs to implement more effective and efficient practices which would not have the unintended consequences of the earlier version. This would deserve the support of researchers in industrial sociology and other branches of the social sciences. (shrink)

Picard, Fedor, and Ayzenberg provide a review of the existing literature on the relationship between electrodermal activity and affective processes and present data from a number of studies suggesting strong lateralization in EDA reactivity to emotion. As the authors note, their manuscript extends previous work suggesting the concept of arousal is more complex than previously thought, and they provide a framework for interpreting such complexities within the context of a multiple arousal theory.

The value of knowledge has always been a central topic within epistemology. Going all the way back to Plato’s Meno, philosophers have asked, why is knowledge more valuable than mere true belief? Interest in this question has grown in recent years, with theorists proposing a range of answers. But some reject the premise of the question and claim that the value of knowledge is ‘swamped’ by the value of true belief. And others argue that statuses other than knowledge, such as (...) justification or understanding, are distinctively valuable. We will call the general question of why knowledge is valuable the value problem. (shrink)

In 1885, during initial discussions of J. C. Maxwell's celebrated thermodynamic demon, Whiting (1) observed that the demon-like velocity selection of molecules can occur in a gravitationally bound gas. Recently, a gravitational Maxwell demon has been proposed which makes use of this observation [D. P. Sheehan, J. Glick, and J. D. Means, Found. Phys. 30, 1227 (2000)]. Here we report on numerical simulations that detail its microscopic phase space structure. Results verify the previously hypothesized mechanism of its paradoxical behavior. This (...) system appears to be the only example of a fully classical mechanical Maxwell demon that has not been resolved in favor of the second law of thermodynamics. (shrink)

Although CEO commitment is recognized as being crucial to organizational diversity efforts, we know little about how CEOs signal their priorities and mobilize key organizational actors to implement diversity management. We tested an integrative model in which CEO beliefs about diversity were theorized to predict the implementation of organizational diversity practices through two consecutive mediating steps—via greater CEO engagement in pro-diversity behavior, and in turn, higher perceived CEO commitment by their HR manager. In this model, we also proposed a moderating (...) effect such that when CEOs have less positive beliefs about diversity, CEOs espousing higher moral values will display greater pro-diversity behavior. Results supported the proposed model. Taken together, our findings indicate that a CEO’s words and actions alone are not sufficient for the implementation of diversity management practices. HR managers must view their CEOs as being committed to workplace diversity in order for diversity management practices to be implemented. (shrink)

Rutherford and Lindell (2011) review an extensive literature on lateralization of emotion. As they note, an important issue surrounding this question is the nature of emotion, which bears on what, precisely, is lateralized. The present comments are intended to broaden the context of the review, by considering lateralization from the standpoint of a bivariate model of evaluative processes and a neuroevolutionary perspective.