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Thorpe, W. H. (1963). Learning and Instinct in Animals. London: Methuen.
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Burke, C., Rashman, M., Wich, S., Symons, A., Theron, C., & Longmore, S. (2019). Optimizing observing strategies for monitoring animals using drone-mounted thermal infrared cameras. International Journal of Remote Sensing, 40(2), 439–467.
Abstract: ABSTRACTThe proliferation of relatively affordable off-the-shelf drones offers great opportunities for wildlife monitoring and conservation. Similarly the recent reduction in the cost of thermal infrared cameras also offers new promise in this field, as they have the advantage over conventional RGB cameras of being able to distinguish animals based on their body heat and being able to detect animals at night. However, the use of drone-mounted thermal infrared cameras comes with several technical challenges. In this article, we address some of these issues, namely thermal contrast problems due to heat from the ground, absorption and emission of thermal infrared radiation by the atmosphere, obscuration by vegetation, and optimizing the flying height of drones for a best balance between covering a large area and being able to accurately image and identify animals of interest. We demonstrate the application of these methods with a case study using field data and make the first ever detection of the critically endangered riverine rabbit (Bunolagus monticularis) in thermal infrared data. We provide a web-tool so that the community can easily apply these techniques to other studies (http://www.astro.ljmu.ac.uk/aricburk/uav_calc/).
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Forrester, G., Hudry, K., Lindell, A., & Hopkins, W. D. (2018). Cerebral Lateralization and Cognition: Evolutionary and Developmental Investigations of Behavioral Biases (Vol. 238). Cambridge: Academic Press.
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Reader, S. M., & Laland, K. N. (2003). Animal Innovation. Oxford: Oxford University Press.
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Giraldeau, L. - A., Lefebvre, L., & Morand-Ferron, J. (2007). Can a restrictive definition lead to biases and tautologies? Behav. Brain Sci., 30(4), 411–412.
Abstract: We argue that the operational definition proposed by Ramsey et al. does not represent a significant improvement for students of innovation, because it is so restrictive that it might actually prevent the testing of hypotheses on the relationships between innovation, ecology, evolution, culture, and intelligence. To avoid tautological thinking, we need to use an operational definition that is taxonomically unbiased and neutral with respect to the hypotheses to be tested.
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Lee, P. C., & de Antonio, C. A. (2015). Necessity, unpredictability and opportunity: An exploration of ecological and social drivers of behavioral innovation. Animal Creativity and Innovation, , 317–333.
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Lonsdorf, E. V. (2005). Sex differences in the development of termite-fishing skills in the wild chimpanzees, Pan troglodytes schweinfurthii, of Gombe National Park, Tanzania. Anim. Behav., 70(3), 673–683.
Abstract: By the age of 5.5 years, all of the young chimpanzees of Gombe National Park have acquired a skill known as 'termite fishing'. Termite fishing involves inserting a flexible tool made from vegetation into a termite mound and extracting the termites that attack and cling to the tool. Although tool use is a well-known phenomenon in chimpanzees, little is known about how such skills develop in the wild. Prior studies have found adult sex differences in frequency, duration and efficiency of tool-using tasks, with females scoring higher on all measures. To investigate whether these sex differences occurred in youngsters, I performed a 4-year longitudinal field study during which I observed and videotaped young chimpanzees' development of the termite-fishing behaviour. Critical elements of the skill included identifying a hole, making a tool, inserting a tool into a hole and extracting termites. These elements appeared in the same order during the development of all subjects, but females typically peaked at least a year earlier than males in their performance of the skills that precede termite fishing. In addition, young females successfully termite-fished an average of 27 months earlier than young males and were more proficient at the skill after acquisition had occurred. Furthermore, the techniques of female offspring closely resembled those of their mothers whereas the techniques of male offspring did not, suggesting that the process by which termite fishing is learned differs for male and female chimpanzees.
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Liker, A., & Bókony, V. (2009). Larger groups are more successful in innovative problem solving in house sparrows. Proc Natl Acad Sci USA, 106(19), 7893–7898.
Abstract: Group living offers well-known benefits to animals, such as better predator avoidance and increased foraging success. An important additional, but so far neglected, advantage is that groups may cope more effectively with unfamiliar situations through faster innovations of new solutions by some group members. We tested this hypothesis experimentally by presenting a new foraging task of opening a familiar feeder in an unfamiliar way to house sparrows in small and large groups (2 versus 6 birds). Group size had strong effects on problem solving: sparrows performed 4 times more and 11 times faster openings in large than in small groups, and all members of large groups profited by getting food sooner (7 times on average). Independently from group size, urban groups were more successful than rural groups. The disproportionately higher success in large groups was not a mere consequence of higher number of attempts, but was also related to a higher effectiveness of problem solving (3 times higher proportion of successful birds). The analyses of the birds' behavior suggest that the latter was not explained by either reduced investment in antipredator vigilance or reduced neophobia in large groups. Instead, larger groups may contain more diverse individuals with different skills and experiences, which may increase the chance of solving the task by some group members. Increased success in problem solving may promote group living in animals and may help them to adapt quickly to new situations in rapidly-changing environments.
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Morand-Ferron, J., & Quinn, J. L. (2011). Larger groups of passerines are more efficient problem solvers in the wild. Proc Natl Acad Sci USA, 108(38), 15898–15903.
Abstract: Group living commonly helps organisms face challenging environmental conditions. Although a known phenomenon in humans, recent findings suggest that a benefit of group living in animals generally might be increased innovative problem-solving efficiency. This benefit has never been demonstrated in a natural context, however, and the mechanisms underlying improved efficiency are largely unknown. We examined the problem-solving performance of great and blue tits at automated devices and found that efficiency increased with flock size. This relationship held when restricting the analysis to naive individuals, demonstrating that larger groups increased innovation efficiency. In addition to this effect of naive flock size, the presence of at least one experienced bird increased the frequency of solving, and larger flocks were more likely to contain experienced birds. These findings provide empirical evidence for the “pool of competence” hypothesis in nonhuman animals. The probability of success also differed consistently between individuals, a necessary condition for the pool of competence hypothesis. Solvers had a higher probability of success when foraging with a larger number of companions and when using devices located near rather than further from protective tree cover, suggesting a role for reduced predation risk on problem-solving efficiency. In contrast to traditional group living theory, individuals joining larger flocks benefited from a higher seed intake, suggesting that group living facilitated exploitation of a novel food source through improved problem-solving efficiency. Together our results suggest that both ecological and social factors, through reduced predation risk and increased pool of competence, mediate innovation in natural populations.
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Bond III, E. U., Walker, B. A., Hutt, M. D., & Reingen, P. H. (2004). Reputational Effectiveness in Cross-Functional Working Relationships. ‎J. Prod. Innov. Manag., 21(1), 44–60.
Abstract: The work of innovation management involves cross-functional coordination among specialists and managers with different work orientations, time horizons, professional backgrounds, and values (Ford and Randolph, 1992). While strong connections across functions are critical for new product development success (Green et al., 2000), some managers may be more adept at fostering effective cross-functional relationships than others. In this article, the authors empirically examine the factors that distinguish reputationally effective innovation workers from their less effective peers. Drawing on the work of Tsui (1984, 1994), reputational effectiveness is defined as the degree to which a manager has been responsive to the needs and expectations of constituents. This research examines the relational skills and interaction patterns of more (versus less) reputationally effective managers. A large business unit of a Fortune 500 telecommunications firm provided the context for our study. Using a two-phase approach, the authors first captured the social network patterns of 268 managers from marketing, research and development (R&D), manufacturing, and other business functions that were involved in the new product development process. In addition, the reputational effectiveness of each person who was identified as a member of the network was measured. In the second phase, the authors examined the relational competencies (e.g., role-taking ability, interpersonal control, openness) of the managers who participated in Phase I of the research. As predicted, the results indicate that role-taking ability is related positively to a manager's reputational effectiveness. No support, however, was found for the relationship between interpersonal control and reputational effectiveness. Interestingly, the authors found evidence of an inverse relationship between openness and effectiveness. By sharing too much information?or alternatively information that does not relate to the task at hand?the reputational effectiveness of a manager is damaged. Importantly, the results reveal that the social network characteristics of a reputationally effective manager differ from those of less effective managers. Closeness centrality, a measure of the degree of access one has to other organizational members, was associated strongly with reputational effectiveness. The results demonstrate that managers who are successful in working across functions appreciate the cognitive and emotional perspectives of diverse constituents and develop relationship ties that provide them with ready access to others across the organization.
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