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R R Blake

Publications and source records attributed to R R Blake.

8 recordsLinked to original sources

How contrast affects stereoacuity.

Stereoacuity and its dependence on contrast were measured at four spatial frequencies separated by 1 octave steps. Using a method of adjustment, observers adjusted the retinal disparity of an aperiodic narrow-band stimulus until it appeared in the depth plane defined by two flanking reference lines. Variations in contrast affected stereoacuity (the standard deviation of ten depth settings), with better performance observed at higher contrasts. Data were fit with straight lines (on a log-log plot), indicating a power-law dependence on contrast; the slope was steeper at lower spatial frequencies. These findings are consistent with the idea that disparity is computed from the responses of size-tuned mechanisms characterized by nonlinear contrast transfer functions. In a second experiment, the effects of interocular differences in contrast on stereoacuity were studied for two conditions. In the first condition, one eye always viewed a high-contrast target while the other eye viewed targets of successively lower contrast; in the second condition, one eye always saw a target of near-threshold contrast while the other eye saw targets of successively higher contrast. When the fixed contrast was high, stereoacuity deteriorated steadily as the interocular difference in contrast increased; the loss of stereoacuity was greatest at the lowest spatial frequency. When the fixed contrast was low, however, small increases in the contrast to one eye had no deleterious effect on stereoacuity. Once interocular contrast settings exceeded a certain difference, stereoscopic acuity began to deteriorate at lower spatial frequencies. These results address the issue of the stage of visual processing at which contrast exerts its influence on stereopsis.

Adult↗

How to achieve integration on the human side of the merger.

Blake and Mouton use an actual case of a successful merger to show how their Interface Conflict-Solving Model, based on behavioral science principles, can be used to achieve integration. The authors outline the history of the two organizations, give illustrations of the kinds of changes that were necessary to more from the actual state of affairs within each organization to the conditions needed for synergy, and explain how the merging organizations collaborated to develop a model for the interface. The merger is evaluated from the perspective of what happened during the two years following the merger. Blake and Mouton also elaborate on the dynamics of group behavior that they took into consideration in designing the Interface Conflict-Solving Model: the effects of group members' shared history; the natural tensions that typically exist between groups that have a functional relationship and misperceptions and distortions that arise as a result of these tensions; and win-lose competitiveness instead of a win-win mentality as a shared expectation. Finally, the authors show how shared participation can overcome inappropriate and debilitating competition.

Conflict, Psychological↗