Abstract: There is evidence that more than 47% of the sports horse population in normal work may be lame, but the lameness is not recognized by owners or trainers. An alternative means of detecting pain may be recognition of behavioral changes in ridden horses. It has been demonstrated that there are differences in facial expressions in nonlame and lame horses. The purpose of this study was to develop a whole horse ethogram for ridden horses and to determine whether it could be applied repeatedly by 1 observer (repeatability study, 9 horses) and if, by application of a related pain behavior score, lame horses (n = 24) and nonlame horses (n = 13) could be differentiated. It was hypothesized that there would be some overlap in pain behavior scores among nonlame and lame horses; and that overall, nonlame horses would have a lower pain behavior score than lame horses. The ethogram was developed with 117 behavioral markers, and the horses were graded twice in random order by a trained specialist using video footage. Overall, there was a good correlation between the 2 assessments (P < 0.001; R2 = 0.91). Behavioral markers that were not consistent across the 2 assessments were omitted, reducing the ethogram to 70 markers. The modified ethogram was applied to video recordings of the nonlame horses and lame horses (ethogram evaluation). There was a strong correlation between 20 behavioral markers and the presence of lameness. The ethogram was subsequently simplified to 24 behavioral markers, by the amalgamation of similar behaviors which scored similarly and by omission of markers which showed unreliable results in relation to lameness. Following this, the maximum individual occurrence score for lame horses was 14 (out of 24 possible markers), with a median and mean score of 9 (±2 standard deviation) compared with a maximum score of 6 for nonlame horses, with a median and mean score of 2 (±1.4). For lame horses, the following behaviors occurred significantly more (P < 0.05, chi-square): ears back, mouth opening, tongue out, change in eye posture and expression, going above the bit, head tossing, tilting the head, unwillingness to go, crookedness, hurrying, changing gait spontaneously, poor quality canter, resisting, and stumbling and toe dragging. Recognition of these features as potential indicators of musculoskeletal pain may enable earlier recognition of lameness and avoidance of punishment-based training. Further research is necessary to verify this new ethogram for assessment of pain in ridden horses.

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.