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Quesada, J., Kintsch, W., & Gomez, E. (2005). Complex problem-solving: a field in search of a definition? Theor Issues Ergon Sci, 6(1), 5–33.
Abstract: Complex problem-solving (CPS) is as an area of cognitive science that has received a good amount of attention, but theories in the field have not progressed accordingly. The reasons could be the lack of good definitions and classifications of the tasks (taxonomies). Although complexity is a term used pervasively in psychology and is operationalized in different ways, there are no psychological theories of complexity. The definition of problem-solving has been changed in the past to reflect the varied interests of the researchers and has lost its initial concreteness. These two facts together make it difficult to define CPS or make clear if CPS should reuse the theory and methods of classical problem-solving or on the contrary should build a theoretical structure starting from scratch. A taxonomy is offered of tasks using both formal features and psychological features that are theory-independent that could help compare the CPS tasks used in the literature. The adequateness is also reviewed of the most extended definitions of CPS and conclude that they are in serious need of review, since they cover tasks that are not considered problem-solving by their own authors or are not complex, but ignore others that should clearly be included.
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Dyer, J. R. G., Johansson, A., Helbing, D., Couzin, I. D., & Krause, J. (2009). Leadership, consensus decision making and collective behaviour in humans. Phil. Trans. Biol. Sci., 364(1518), 781–789.
Abstract: This paper reviews the literature on leadership in vertebrate groups, including recent work on human groups, before presenting the results of three new experiments looking at leadership and decision making in small and large human groups. In experiment 1, we find that both group size and the presence of uninformed individuals can affect the speed with which small human groups (eight people) decide between two opposing directional preferences and the likelihood of the group splitting. In experiment 2, we show that the spatial positioning of informed individuals within small human groups (10 people) can affect the speed and accuracy of group motion. We find that having a mixture of leaders positioned in the centre and on the edge of a group increases the speed and accuracy with which the group reaches their target. In experiment 3, we use large human crowds (100 and 200 people) to demonstrate that the trends observed from earlier work using small human groups can be applied to larger crowds. We find that only a small minority of informed individuals is needed to guide a large uninformed group. These studies build upon important theoretical and empirical work on leadership and decision making in animal groups.
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Stueckle, S., & Zinner, D. (2008). To follow or not to follow: decision making and leadership during the morning departure in chacma baboons. Anim. Behav., 75(6), 1995–2004.
Abstract: To benefit from group living, group members need to keep the group cohesive by coordinating time and direction of travelling. Self-organization and leadership are two means of coordination and two types of decision can be made on the group level: combined and consensus. We studied the initiation process of group movements during the morning departure of a group of chacma baboons, Papio hamadryas ursinus, from its sleeping site in De Hoop Nature Reserve, South Africa. Findings from other female-bonded primate groups led us to hypothesize that females should play a major role in the decision-making process. Approximately 75% of the adults made a start attempt, with 62 of 92 attempts being by males. There was no sex difference in the probability of being successful when initiating an attempt. Lactating females initiated fewer than pregnant or cycling females. Thus, at least for this group of chacma baboons, leadership appeared to be distributed and the decision about the timing of departure and travel direction seemed to be a partially shared consensus decision with adult males contributing more to the decision outcome, with a slightly more prominent role of the dominant male. Our results do not support the [`]leading females' hypothesis. No behavioural patterns that might serve as specialized signals leading to a more successful recruitment of other group members were observed. The departure process appeared to be coordinated merely through individuals setting an example by moving off.
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Allen, D., & Tanner, K. (2007). Putting the horse back in front of the cart: using visions and decisions about high-quality learning experiences to drive course design. CBE Life Sci Educ, 6(2), 85–89.
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Gould, J. L. (2004). Animal cognition. Curr Biol, 14(10), R372–5.
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Hoy, R. (2005). Animal awareness: The (un)binding of multisensory cues in decision making by animals. Proc. Natl. Acad. Sci. U.S.A., 102(7), 2267–2268.
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Watanabe, S., & Huber, L. (2006). Animal logics: decisions in the absence of human language. Anim. Cogn., 9(4), 235–245.
Abstract: Without Abstract
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Devenport, J. A., Patterson, M. R., & Devenport, L. D. (2005). Dynamic averaging and foraging decisions in horses (Equus callabus). J. Comp. Psychol., 119(3), 352–358.
Abstract: The variability of most environments taxes foraging decisions by increasing the uncertainty of the information available. One solution to the problem is to use dynamic averaging, as do some granivores and carnivores. Arguably, the same strategy could be useful for grazing herbivores, even though their food renews and is more homogeneously distributed. Horses (Equus callabus) were given choices between variable patches after short or long delays. When patch information was current, horses returned to the patch that was recently best, whereas those without current information matched choices to the long-term average values of the patches. These results demonstrate that a grazing species uses dynamic averaging and indicate that, like granivores and carnivores, they can use temporal weighting to optimize foraging decisions.
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Shettleworth, S. J. (2005). Taking the best for learning. Behav. Process., 69(2), 147–9; author reply 159–63.
Abstract: Examples of how animals learn when multiple, sometimes redundant, cues are present provide further examples not considered by Hutchinson and Gigerenzer that seem to fit the principle of taking the best. “The best” may the most valid cue in the present circumstances; evolution may also produce species-specific biases to use the most functionally relevant cues.
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Holekamp, K. E., Sakai, S. T., & Lundrigan, B. L. (2007). Social intelligence in the spotted hyena (Crocuta crocuta). Philos Trans R Soc Lond B Biol Sci, 362(1480), 523–538.
Abstract: If the large brains and great intelligence characteristic of primates were favoured by selection pressures associated with life in complex societies, then cognitive abilities and nervous systems with primate-like attributes should have evolved convergently in non-primate mammals living in large, elaborate societies in which social dexterity enhances individual fitness. The societies of spotted hyenas are remarkably like those of cercopithecine primates with respect to size, structure and patterns of competition and cooperation. These similarities set an ideal stage for comparative analysis of social intelligence and nervous system organization. As in cercopithecine primates, spotted hyenas use multiple sensory modalities to recognize their kin and other conspecifics as individuals, they recognize third-party kin and rank relationships among their clan mates, and they use this knowledge adaptively during social decision making. However, hyenas appear to rely more intensively than primates on social facilitation and simple rules of thumb in social decision making. No evidence to date suggests that hyenas are capable of true imitation. Finally, it appears that the gross anatomy of the brain in spotted hyenas might resemble that in primates with respect to expansion of frontal cortex, presumed to be involved in the mediation of social behaviour.
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