Jacobs, A., Maumy, M., & Petit, O. (2008). The influence of social organisation on leadership in brown lemurs (Eulemur fulvus fulvus) in a controlled environment. Behav. Process., 79(2), 111–113.
Abstract: Studies on leadership during group movements in several lemur species showed that females were responsible for the travelling choices concerning time and direction. Interestingly, in these species females are dominant over males. We investigated the influence of social organisation upon leadership processes by studying a lemur species in which social organisation is characterized by the absence of female dominance: the brown lemur (Eulemur fulvus fulvus). The study was conducted on a semi-free ranging group of 11 individuals and the analysis performed on 69 group movements showed that all the individuals could initiate a group movement. In 34 cases, the whole group moved. There was no significant difference in the number of start attempts or in the number of group members involved from one initiator to another. Moreover, there was no effect of sex or age of the initiator on the number of individuals following it or on the speed of the joining process. Therefore, the leadership observed is widely distributed to all group members. These results support the hypothesis of an influence of social organisation upon the decision-making processes but still remain to be studied in a more relevant ecological context.
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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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de Waal, F. B. M., & Davis, J. M. (2003). Capuchin cognitive ecology: cooperation based on projected returns. Neuropsychologia, 41(2), 221–228.
Abstract: Stable cooperation requires that each party's pay-offs exceed those available through individual action. The present experimental study on brown capuchin monkeys (Cebus apella) investigated if decisions about cooperation are (a) guided by the amount of competition expected to follow the cooperation, and (b) made instantaneously or only after a period of familiarization. Pairs of adult monkeys were presented with a mutualistic cooperative task with variable opportunities for resource monopolization (clumped versus dispersed rewards), and partner relationships (kin versus nonkin). After pre-training, each pair of monkeys (N=11) was subjected to six tests, consisting of 15 2 min trials each, with rewards available to both parties. Clumped reward distribution had an immediate negative effect on cooperation: this effect was visible right from the start, and remained visible even if clumped trials alternated with dispersed trials. The drop in cooperation was far more dramatic for nonkin than kin, which was explained by the tendency of dominant nonkin to claim more than half of the rewards under the clumped condition. The immediacy of responses suggests a decision-making process based on predicted outcome of cooperation. Decisions about cooperation thus take into account both the opportunity for and the likelihood of subsequent competition over the spoils.
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Gould, J. L. (2004). Animal cognition. Curr Biol, 14(10), R372–5.
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Conradt, L., & Roper, T. J. (2003). Group decision-making in animals. Nature, 421(6919), 155–158.
Abstract: Groups of animals often need to make communal decisions, for example about which activities to perform, when to perform them and which direction to travel in; however, little is known about how they do so. Here, we model the fitness consequences of two possible decision-making mechanisms: 'despotism' and 'democracy'. We show that under most conditions, the costs to subordinate group members, and to the group as a whole, are considerably higher for despotic than for democratic decisions. Even when the despot is the most experienced group member, it only pays other members to accept its decision when group size is small and the difference in information is large. Democratic decisions are more beneficial primarily because they tend to produce less extreme decisions, rather than because each individual has an influence on the decision per se. Our model suggests that democracy should be widespread and makes quantitative, testable predictions about group decision-making in non-humans.
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Sole, L. M., Shettleworth, S. J., & Bennett, P. J. (2003). Uncertainty in pigeons. Psychon Bull Rev, 10(3), 738–745.
Abstract: Pigeons classified a display of illuminated pixels on a touchscreen as sparse or dense. Correct responses were reinforced with six food pellets; incorrect responses were unreinforced. On some trials an uncertain response option was available. Pecking it was always reinforced with an intermediate number of pellets. Like monkeys and people in related experiments, the birds chose the uncertain response most often when the stimulus presented was difficult to classify correctly, but in other respects their behavior was not functionally similar to human behavior based on conscious uncertainty or to the behavior of monkeys in comparable experiments. Our data were well described by a signal detection model that assumed that the birds were maximizing perceived reward in a consistent way across all the experimental conditions.
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Amé, J. - M., Halloy, J., Rivault, C., Detrain, C., & Deneubourg, J. L. (2006). Collegial decision making based on social amplification leads to optimal group formation. Proc. Natl. Acad. Sci. U.S.A., 103(15), 5835–5840.
Abstract: Group-living animals are often faced with choosing between one or more alternative resource sites. A central question in such collective decision making includes determining which individuals induce the decision and when. This experimental and theoretical study of shelter selection by cockroach groups demonstrates that choices can emerge through nonlinear interaction dynamics between equal individuals without perfect knowledge or leadership. We identify a simple mechanism whereby a decision is taken on the move with limited information and signaling and without comparison of available opportunities. This mechanism leads to optimal mean benefit for group individuals. Our model points to a generic self-organized collective decision-making process independent of animal species.
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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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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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