This experiment investigated the effect of degree of stimulus meaning, type of stimulus meaning, and shape complexity as factors influencing the transfer of predifferentiation training. 120 Ss were given preliminary paired-associate practice in labeling random shapes with meaningful labels and then were given a multiple-shape-recognition test. Shape recognition was found to depend on both degree of stimulus meaning and complexity; in general, meaning facilitated recognition whereas an inverse relation between complexity and recognition was obtained. The effect of type of stimulus meaning depended upon the particular scale employed; stimulus meaning, defined either as associative consistency or association value, was found to be a factor influencing shape recognition, whereas associative frequency did not affect shape recognition.

ConfoundingThere's an old coaching rule that says the best feedback comes from people who see you in the game, but they should all be watching the same game.

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Then, when looking at how we can improve the results through the better alignment of processes, we can use a reengineering strategy that focuses on results and works backward to design a better-aligned innovative process.When we are looking at how to improve organizational results or solve performance problems, a large part of our analysis and intervention occurs at the operational level-just as physicians focus much of their effort on the functions and systems of the patient's body, rather than on the cell level of the body or on the person as a whole. THE CULTURE FACTOR: ALIGNING PRACTICESWhen we look more closely at performance at the operational level, it becomes clear that results depend not just on what people do (the processes they follow) but also on how people behave as they do things (the practices they demonstrate). Even in well-designed processes, the behavioral practices of groups and individuals can make the difference between merely adequate results and outstanding results. In the worst case, poor practices can destroy good processes. Thus, what people do can ORGANIZATIONS THAT START TO implement a new strategy must first translate it into a set of goals and objectives. From these goals and objectives they then either develop new or adapt old processes and tasks that when executed produce the desired results.The resulting strategy or process alignment across levels looks something like this: Behaviors(Job) ResultsOne way to define culture is "the way a group of people prefer to behave." The trick for organizational leaders is to find ways to ensure that the company culture, that is the way their people prefer to behave, is supportive of what is needed to successfully deliver the company strategy.Using a criteron-referenced approach, we can first examine our strategy and mission to determine what results we want. Then working backward from results, we can define a set of practices that best support the attainment of those results. The organizational alignment model can then be used to establish the operational values that should make up the company culture.Finally, using a series of systemic change applications, we can implement an HPT program of strategy and culture alignment. The key to this change is that the resulting culture is clearly aligned with the goals of the organization.

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