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Interactive Components (interactive + component)
Selected AbstractsA multimodal behavioral approach to performance anxietyJOURNAL OF CLINICAL PSYCHOLOGY, Issue 8 2004Arnold A. Lazarus Cognitive-behavior therapy (CBT) stresses a trimodal assessment framework (affect, behavior, and cognition [ABC]), whereas the multimodal approach assesses seven discrete but interactive components,behavior, affect, sensation, imagery, cognition, interpersonal relationships, and drugs/biological factors (BASIC I.D.). Only complex or recalcitrant cases call for the entire seven-pronged range of multimodal interventions. Various case illustrations are offered as examples of how a clinician might proceed when confronted with problems that fall under the general heading of performance anxiety. The main example is of a violinist in a symphony orchestra whose career was in serious jeopardy because of his extreme fear of performing in public. He responded very well to a focused but elaborate desensitization procedure. The hierarchy that was eventually constructed contained many dimensions and subhierarchies featuring interlocking elements that evoked his anxiety. In addition to imaginal systematic desensitization, sessions were devoted to his actual performance in the clinical setting. As a homework assignment, he found it helpful to listen to a long-playing record of an actual rehearsal and to play along with the world-renowned orchestra and conductor. The subsequent disclosure by the client of an important sexual problem was dealt with concomitantly by using a fairly conventional counseling procedure. Therapy required 20 sessions over a 3-month period. © 2004 Wiley Periodicals, Inc. J Clin Psychol/In Session. [source] Strategic Practices: An Activity Theory Perspective on Continuity and ChangeJOURNAL OF MANAGEMENT STUDIES, Issue 1 2003Paula Jarzabkowski abstract This paper draws upon activity theory to analyse an empirical investigation of the micro practices of strategy in three UK universities. Activity theory provides a framework of four interactive components from which strategy emerges; the collective structures of the organization, the primary actors, in this research conceptualized as the top management team (TMT), the practical activities in which they interact and the strategic practices through which interaction is conducted. Using this framework, the paper focuses specifically on the formal strategic practices involved in direction setting, resource allocation, and monitoring and control. These strategic practices are associated with continuity of strategic activity in one case study but are involved in the reinterpretation and change of strategic activity in the other two cases. We model this finding into activity theory-based typologies of the cases that illustrate the way that practices either distribute shared interpretations or mediate between contested interpretations of strategic activity. The typologies explain the relationships between strategic practices and continuity and change of strategy as practice. The paper concludes by linking activity theory to wider change literatures to illustrate its potential as an integrative methodological framework for examining the subjective and emergent processes through which strategic activity is constructed. [source] Interaction in distance-learning coursesJOURNAL OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE AND TECHNOLOGY, Issue 3 2006Dan Bouhnik The article provides an in-depth analysis of previous literature that led to the understanding of the four interactive components of "e" learning and how we can utilize these components to maximize the positive and minimize the negative results of "e" learning. The four interactive dimensions of "e" learning are the following three originally described in Moore's editorial (1989): (1) interaction with the content, (2) interaction with the instructor, (3) interaction with the students, and an additional new fourth dimension, interaction with the system, which considered all of the new computer technology since his article. In our viewpoint we will highlight the impact that this fourth technological interactive dimension has on the results of "e" learning. The question then is not "to ,e' or not to ,e'," since "e" learning is already an essential factor of our contemporary learning environment. The question is how to "e", based on the understanding of the four interactive components of "e" learning, and the understanding that these four types of interactions are different from the ones we are accustomed to in the traditional learning environment. [source] Resolving the paradox of the active user: stable suboptimal performance in interactive tasksCOGNITIVE SCIENCE - A MULTIDISCIPLINARY JOURNAL, Issue 6 2004Wai-Tat Fu Abstract This paper brings the intellectual tools of cognitive science to bear on resolving the "paradox of the active user" [Interfacing Thought: Cognitive Aspects of Human,Computer Interaction, Cambridge, MIT Press, MA, USA],the persistent use of inefficient procedures in interactive tasks by experienced or even expert users when demonstrably more efficient procedures exist. The goal of this paper is to understand the roots of this paradox by finding regularities in these inefficient procedures. We examine three very different data sets. For each data set, we first satisfy ourselves that the preferred procedures used by some subjects are indeed less efficient than the recommended procedures. We then amass evidence, for each set, and conclude that when a preferred procedure is used instead of a more efficient, recommended procedure, the preferred procedure tends to have two major characteristics: (1) the preferred procedure is a well-practiced, generic procedure that is applicable either within the same task environment in different contexts or across different task environments, and (2) the preferred procedure is composed of interactive components that bring fast, incremental feedback on the external problem states. The support amassed for these characteristics leads to a new understanding of the paradox. In interactive tasks, people are biased towards the use of general procedures that start with interactive actions. These actions require much less cognitive effort as each action results in an immediate change to the external display that, in turn, cues the next action. Unfortunately for the users, the bias to use interactive unit tasks leads to a path that requires more effort in the long run. Our data suggest that interactive behavior is composed of a series of distributed choices; that is, people seldom make a once-and-for-all decision on procedures. This series of biased selection of interactive unit tasks often leads to a stable suboptimal level of performance. [source] | ||||||||||