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The purpose of this paper is to examine Clark et al.’s (2013) claim that, contrary to the white paper produced by the American Psychological Association (Wells et al., 1998), the match-to-description method of choosing foils is inferior to the similarity-to-suspect method.

Examining the existing empirical evidence.

There is no difference between the two methods in rate of identifications. Sometimes, however, the rate of false identifications is larger when the similarity-to-suspect method is used.

The white paper’s recommendation should remain in place.

Keeping the white paper’s recommendation is important to prevent false identifications.

The purpose of this paper is to explain why ROC analysis is an inappropriate replacement for probative analysis in lineup research.

Taking as the medical example comparing two methods to detect the presence of a malignant tumor (Mickes et al., 2012), and operationally defining ROC analysis: radiologists are shown the results from two methods. Their confidence judgments create a graph of correct identifications by mistaken ones. The author can compare the methods on radiologists’ ability to differentiate sick from healthy. Lineup researchers create two distinct lineups. In target-present lineups, witnesses differentiate between the target and the foils, not the target and the innocent suspect. In target-absent lineups, witnesses cannot even differentiate between innocent suspects and foils, having seen none.

Eyewitness ROC curves are similar to probative analysis, but provide less useful information.

Researchers ware warned against using ROC when conducting lineup research.

Preventing inappropriate use of ROC analysis.

The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Following the call of DeNisi and Smith Sockbeson (this issue) to integrate the literatures on feedback and feedback-seeking, the authors propose to view feedback and feedback-seeking as behaviors falling on a conversation continuum ranging from telling subordinates something about their behavior (feedback) to listening. The authors develop a model according to which listening creates a special type of supervisor–subordinate relationship (an I–thou experience), which in turn allows subordinates to recognize faults and strengths in their behavior as to facilitate performance improvement, without the costs of formal feedback.

Theory development and narrative research review.

Feedback and feedback-seeking are communication behaviors emitted by a supervisor, or a subordinate, that can be conceptualized as points on a continuum ranging from telling (i.e. supervisor or subordinate giving feedback), through question-asking (i.e. supervisor’s or subordinate’s feedback-seeking), to listening (e.g. supervisor or subordinate listening to one another).

Under many circumstances, listening can address organizational needs much better than feedback.

The feedforward interview in Listening Circles can be used to enhance performance at work.

Shifting the attention from feedback to listening by managers and researchers could facilitate a host of positive outcomes including better performance, lower burnout, higher job satisfaction and less extremism.

This paper shows that listening is found on the other pole of feedback (telling) and exposes the benefits of considering listening, and not only telling.

Atendiendo a la llamada de DeNisi y Smith Sockbeson (este número) para integrar las literaturas de feedback y búsqueda de feedback, ofrecemos algunas aportaciones teóricas que extienden el estudio del fenómeno en cuestión. Nuestro objetivo con esta contribución es la de señalar formas más efectivas, aunque largamente ignoradas, de mejorar la comunicación supervisor-subordinado, y el rendimiento resultante.

Sugerimos dos cambios teóricos a la hora de aproximarse al feedback y la búsqueda de feedback: viéndolos como un proceso de comunicación relacional (diádico), y ampliando los comportamientos de comunicación para incluir la escucha. A continuación revisamos los resultados existentes para evaluar nuestra teoría.

Nuestra teoría sugiere que el feedback y la búsqueda de feedback son comportamientos son parte de un continuo que va desde el decir a los subordinados algo sobre su comportamiento (feedback) hasta la escucha. Con esta visión, la escucha crea un tipo especial de relación supervisor-subordinado conocido como experiencia yo-tu, mientras que el feedback es más probable que genere una experiencia yo-eso, en la que el supervisor trata al subordinado como un objeto. La experiencia yo-tu, por el contrario, permite a los subordinados reconocer las debilidades y fortalezas de su comportamiento sin necesidad de un feedback formal. Además, el modelo teórico especifica condiciones de contorno. Específicamente, los beneficios de escuchar (a) se manifiestan principalmente cuando supervisor y subordinado forma una relación sobre una base segura, y (b) se ven comprometidos cuando las partes se relacionan de forma insegura.

La revisión de la literatura confirma los beneficios de escuchar, en relación al feedback y el feedback buscado, pero sugiere que el papel del estilo de relación es más complejo que el planteado en el modelo teórico.

Teóricamente, explicamos porqué el feedback, y en menor medida el grado de feedback buscado, crean problemas de comunicación que evitan que el rendimiento mejore. En la práctica, señalamos algunas técnicas para escuchar al empleado, tales como los círculos de escucha, y la entrevista de feedforward, que pueden mejorar la comunicación y en definitiva el rendimiento.

Feedback, Búsqueda de Feedback, Escuchar

Papel Conceptual

Atendendo a chamada de Denisi e Smith Sockbeson (este número) para integrar as literaturas sobre feedback e a busca do feedback, oferecemos propostas teóricas que expandem o estudo do fenômeno considerado. Nosso objetivo nesta proposta teórica é apontar mais eficácia, embora amplamente ignorada, de maneiras para melhorar a comunicação supervisor-subordinado e o desempenho resultante.

Sugerimos duas mudanças teóricas na aproximação do feedback e da busca do feedback: visualização do feedback e da busca do feedback como processos relacionais (diádica) de comunicação, e ampliando os mecanismos de comunicação para incluir a escuta. Revisamos os resultados existentes para avaliar nossa teoria.

Nossa teoria sugere que o feedback e a busca por feedback são comportamentos que fazem parte de um continuo que surge ao dizer aos subordinados algo sobre seu comportamento (feedback) para ouvir. Com essa visão, a escuta cria um tipo especial de relacionamento supervisor-subordinado conhecido como experiência eu-você, enquanto o feedback provavelmente gera uma experiência eu-isso, em que o supervisor trata o subordinado como um objeto. A experiência eu-tu, por outro lado, permite que os subordinados reconheçam as fraquezas e os pontos fortes do seu comportamento sem a necessidade de feedback formal. Além disso, o modelo teórico especifica as condições de contorno. Especificamente, os benefícios de ouvir(a) são manifestados principalmente quando supervisor e subordinado formam um relacionamento em uma base segura, e (b) comprometida quando as partes estão inseguramente anexadas.

A revisão da literatura confirma os benefícios de escutar, em relação ao feedback e o feedback procurado, mas sugere que o papel do estilo do relacionamento é mais complexo do que aquele proposto no modelo teórico.

Teoricamente, explicamos por que o feedback, e em menor medida o nível de feedback procurado, cria problemas de comunicação que impedem a melhoraria do desempenho. Na prática, nós apontamos algumas técnicas para escutar o subordinado, tal como círculos de escuta, e a entrevista de Feedforward, que pode melhorar a comunicação e finalmente o desempenho.

Feedback, Busca de feedback, Escutar

Papel conceitual

The author describes how he entered the marketing field and describes his contributions in four sections: articles written, books published, students nurtured, and executives consulted and trained. He describes his contributions to the marketing field in nine areas: marketing theory and orientations, improving the role and practice of marketing, analytical marketing, the social and ethical side of marketing, globalization and international marketing competition, marketing in the new economy, creating and managing the product mix, strategic marketing, and broadening the concept and application of marketing.

The purpose of this study is to systematically identify and examine the challenges and opportunities of ecotourism development in Wondo Genet and its vicinity, southern Ethiopia and thereby forward suggestions to pertinent ecotourism stakeholders.

This study uses a mixed-method research approach and collects primary data from 412 research participants (400 survey respondents and 12 interviewees). Descriptive and inferential statistics and content analysis are used to analyze quantitative and qualitative data, respectively.

The research findings unfold several constraints that deter successful ecotourism development along with opportunities that can be used in future development. Ecotourism is suggested as a complementary form of tourism development in Wondo Genet and its vicinity, as the area is known for its natural and cultural resources.

The findings offer substantive insights to policymakers, private investors and local communities about the existing challenges and opportunities of ecotourism development in the context of emerging destinations. Given time, budget and human resource are acute restraints in developing countries; the current study is relevant in terms of highlighting the most pressing challenges that demand urgent action to unleash the development of a sustainable tourist destination.

The findings of this study also provide crucial practical implications to various stakeholders about the complementary nature of ecotourism and sustainable placemaking to conserve destinations’ environmental resources while improving socioeconomic conditions.

Despite Wondo Genet's immense ecotourism resource potential as one of the prime destinations both in the country and in the region, a huge gap exists in the current literature, where the current study intends to bridge in a comprehensive manner.