Evidence is mixed regarding an independent association between anxiety and suicidality. Beyond associations with demographic factors and depression, do anxiety disorders increase risk for suicidality in youth? Given that not all anxiety-disordered youth experience suicidal ideation, potential predictors of risk also require investigation. The present study examined (a) the independent relationship between anxiety and suicidal ideation and (b) comorbid depressive disorders, emotion dysregulation, and distress intolerance as predictors of risk for suicidal ideation in a sample of anxiety-disordered youth aged 7-17 (N = 86, M = 11.5). Youth and parents reported on suicidality, comorbid depressive disorders, emotion dysregulation, and distress intolerance. Distress tolerance was further measured by a computerized behavioral task. Results supported an independent relationship between anxiety symptomatology and youth-reported suicidal ideation, controlling for depressive symptoms. Youth self-report of emotion dysregulation and distress intolerance predicted higher levels of suicidal ideation in univariate analyses. In a multivariate analysis including all significant predictors, only anxiety symptomatology uniquely predicted suicidal ideation. Results are discussed in terms of implications for assessment and treatment in anxiety-disordered youth. Suggestions for future research investigating the relationship between anxiety and suicidal ideation in youth are offered. / Psychology

The three-step theory of suicide (3ST) proposes that suicidal ideation (SI) and behavior develops in the context of unbearable pain and hopelessness (Step 1), low social connection (Step 2) and acquired capability (Step 3 - not assessed in this study; Klonsky et al., 2016). Distress disclosure is one way a person may utilize their social network to mitigate feelings of distress and can be a critical measure of social connectedness. Building on efforts to diversify measurement of social connectedness in the 3ST, a sample of 549 college students (mean age = 19.27, SD = 1.28; 56.6% reporting history of SI) completed measures of physical and psychological pain (Patient Health Questionnaire – Revised; Unbearable Psychache Scale-3), hopelessness (State Hopelessness Scale; Beck Hopelessness Scale-4), social connectedness (Interpersonal Needs Questionnaire; Social Connectedness Scale – Revised; Distress Disclosure Index), and suicidal ideation (Depression Severity Index; Suicide Cognitions Scale – Shortened). Structural equation modeling was used to evaluate steps one and two of the 3ST and the utility of incorporating distress disclosure into this framework. In line with the 3ST, the structural model including pain, hopelessness, and social connectedness was supported and the direct effects of these variables on SI was significant (p < .05). In contrast to the 3ST, the interaction between pain and hopelessness did not predict SI (p = .385), nor was the moderating role of social connectedness supported (p = .133). Although distress disclosure was a significant indicator of social connectedness (p = .001), this variable did not contribute additional variance over other measures of connectedness. The results provide partial support for core features of the 3ST, however further research is needed to verify the theoretical assumptions of Step 2. Additionally, although disclosure is associated with SI, it may not be a critical measure of social connectedness when considered alongside traditional measures.

The passive reliance on ideas to spontaneously emerge within companies is today replaced with more active and continuous ideation management that embraces employees from different functions and knowledge-domains within the company to create and develop ideas. A frequently observed feature in the active management of ideation is the reliance on collaboration and competition mechanisms. These mechanisms use the strength of enabling people to working together towards a shared interest (collaboration) and the power of enabling people to outperform each other in submitting the best idea (competition). The existing research on collaboration and competition in ideation is found inconclusive about their effects as collaboration is stated to both enhance and hamper performance, and as competition is claimed to both drive and reduce performance in ideation. This constitutes a limitation to the management of ideation as it reduces the ability to actively and purposefully guide ideation through a deliberate use of the two mechanisms. The aim of this thesis is to investigate collaboration and competition mechanisms in firm-internal ideation. A multi-methodological approach has been deployed using three different studies: a multiple case study, a survey, and an experiment. This has allowed for the phenomenon of ideation to be studied using different perspectives and for the individual results to be triangulated. The empirical data has been acquired from both industry and experiments with university students. The conducted research has revealed that the inconsistencies on the effects from the two mechanisms are possible to understand and resolve by applying a more detailed level of analysis. When competition is decomposed into components of individual- and group competition, it is found that individual competition drives idea quantity and that it hampers collaboration, whereas group competition instead is found to induce collaboration and to nurture idea quality. This indicates that competition can be used to manage levels of collaboration in ideation, thereby bridging the two mechanisms. This thesis further presents that the individual effects from each of the mechanisms are complementary to each other. This implies that the effect from each mechanism is retained when combined with the other mechanisms, and that the combined effect is equal to, or even greater than, the sum of the individual effects. This combined use is found to drive both ideation efficiency and motivation, and is offering management an interesting third alternative, out of the two mechanisms, of how firm-internal ideation can be managed in a more effective and efficient manner. An analytical framework is included, presenting the interrelationships between the mechanisms, motivation, ideation behavior and the ideation performance. / <p>QC 20150831</p>

abstract: The main objective of this project was to create a framework for holistic ideation and research about the technical issues involved in creating a holistic approach. Towards that goal, we explored different components of ideation (both logical and intuitive), characterized ideation states, and found new ideation blocks with strategies used to overcome them. One of the major contributions of this research is the method by which easy traversal between different ideation methods with different components were facilitated, to support both creativity and functional quality. Another important part of the framework is the sensing of ideation states (blocks/ unfettered ideation) and investigation of matching ideation strategies most likely to facilitate progress. Some of the ideation methods embedded in the initial holistic test bed are Physical effects catalog, working principles catalog, TRIZ, Bio-TRIZ and Artifacts catalog. Repositories were created for each of those. This framework will also be used as a research tool to collect large amount of data from designers about their choice of ideation strategies used, and their effectiveness. Effective documentation of design ideation paths is also facilitated using this holistic approach. A computer tool facilitating holistic ideation was developed. Case studies were run on different designers to document their ideation states and their choice of ideation strategies to come up with a good solution to solve the same design problem. / Dissertation/Thesis / M.S. Mechanical Engineering 2011

Plusieurs travaux ont permis de caractériser le rôle des biais cognitifs dans les situations de créativité. Parmi ces biais, on distingue particulièrement les effets de fixation, c’est à dire les connaissances et solutions habituelles qui viennent spontanément à l’esprit des individus lors d’une situation de créativité (tâche de créativité, de génération d’idées, ou de résolutions de problèmes créatifs), et qui contraignent la génération d’idées et de solutions nouvelles et plus créatives. Ces différentes études ouvrent plusieurs pistes pour enrichir la gestion de ces biais cognitifs dans les processus d’innovation.Le leadership est reconnu pour avoir un rôle fondamental à jouer pour aider une équipe à surmonter ces effets de fixation dans un écosystème en situation de créativité. Le leadership est définit comme étant un processus d’influence social dans lequel un ou plusieurs acteurs (jouant le rôle de leaders) emmènent d’autres acteurs (leurs équipes) à atteindre un objectif commun. Leadership et créativité passent souvent pour antagonistes - soit que les leaders soient « créatifs » à la place de leurs équipes, soit que l'autorité doive disparaître pour libérer leurs créativités.Dans un cadre de recherche multidisciplinaire mixant science de gestion (management de l’innovation), sciences cognitives (biais cognitifs à la créativité) et science de la conception innovante (théorie C-K), les leaders créatifs peuvent jouer des rôles très importants pour aider leurs équipes à surmonter les effets de fixations, et ceci selon des règles expérimentales très précises et contrôlées, consistant d’une part à détecter les phénomènes de blocage (la fixation), et d ‘autres part à entreprendre les modes d’actions appropriés pour les surmonter.De plus, ces règles expérimentales peuvent être contextualisées dans des conditions plus générales en organisation, et ceci via les outils de gestion du leadership organisationnel classique (recrutement, allocations de temps et de ressources, motivation, prise de la décision, évaluation, création de climat, spécification des objectifs, etc..). En effet, les méthodes de recherches utilisés pour cette contextualisation organisationnelle consistent à i) mettre en place des protocoles expérimentaux permettant d’isoler les phénomènes de blocages cognitifs dans des situations de créativité ; ii) à générer des règles expérimentales de défixation cognitive dans des contextes bien contrôlés (laboratoire); et iii) à contextualiser ces règles expérimentales de défixation cognitive en utilisant des études de biographies de grands leaders créatifs de l’histoire tél que : Steve Jobs, Thomas Edison ou Mark Zuckerberg. / Several studies have helped to characterize the role of cognitive biases, which appear in situations of creativity. Among these cognitive biases, we can particularly distinguish the fixation effects, that is to say, the obvious knowledge and solutions that comes spontaneously in individuals’ mind during a situation of creativity (creativity task, idea generation, or creative problem-solving), and which consequently constrain the generation of novel and creative ideas and solutions. These different studies open new sights to enrich the management of these cognitive biases in innovation processes.Leadership is recognized as having a fundamental role to play in helping a team overcome these fixation effects in an ecosystem in situation of creativity. Leadership is commonly defined as a process of social influence, in which one or more actors (acting as leaders), lead other actors (their teams) to achieve a common goal. Leadership and creativity are often seen as antagonistic – whether leaders are « creative » in the place of their teams, or that the authority and control must disappear in order for creativity of their teams to flourish.In a multidisciplinary research framework combining management science (innovation management), cognitive science (cognitive biases to creativity) and innovative design science (C-K theory), creative leaders can play very important roles to help their teams overcome fixation effects, and this according to very precise and controlled experimental rules, consisting on the one hand to detect the cognitive biases against creativity (the fixation), and on the other hand to undertake the appropriate modes of actions to overcome them.In addition, these experimental rules can be contextualized in more general conditions, such as organizational contexts, using traditional leadership organizational tools (recruitment, resources and time allocations, motivation, decision-making, evaluation, climate creation, goal-settings, etc..). Indeed, the research methods used for this organizational contextualization of the defixation rules consist of i) building experimental protocols in order to isolate the cognitive effects related to the fixation effects in situations of creativity; ii) generating experimental rules of cognitive defixation in highly and well-controlled contexts (laboratory settings); and iii) contextualizing these experimental rules for cognitive defixation using biographical studies of great creative and innovative leaders in the history, such as for example: Steve Jobs, Thomas Edison or Mark Zuckerberg.

Adolescent suicide is a serious and growing problem among adolescents. Therefore, the goal of the current study was to try and identify predictors of suicidal ideation. The first objective was to examine whether the level of engagement in risky behavior predicts an increase in total suicidal ideation above and beyond other well-known risk factors (i.e., family functioning, gender, and problem-solving skills). The second objective was to investigate whether different types of risky behaviors (i.e., internalizing versus externalizing) predict different forms of suicidal ideation (i.e., passive versus active) above and beyond perceived family functioning, gender, and problem-solving skills. The pre-test archival data of 358 students who participated in a weekly problem-solving group were analyzed. Using four questionnaires, their perceived family functioning, knowledge of the problem-solving process, number of risk-taking behaviors, and level of suicidal ideation were assessed during the first and last sessions. Gender and perceived family functioning uniquely and consistently contributed to the variance in active, passive and total suicidal ideation scores. The active, passive and total suicidal ideation scores of adolescent males were consistently lower than adolescent females. When compared to adolescents who described having no relationship with their families, those adolescents who reported having a good or great relationship with their families consistently reported lower passive, active, and total suicidal ideation scores. Having an okay relationship produced mixed results. Total risky behavior scores significantly predicted adolescents’ total suicidal ideation scores above and beyond perceived family functioning and gender. In addition, internalizing behaviors, but not externalizing behaviors, predicted an increase in passive, active, and total suicidal ideation scores above and beyond perceived family functioning and gender. Based on these findings, current screening, prevention and treatment programs would benefit from adding questions designed to determine an adolescent’s engagement in internalizing behaviors and how they perceive their family relationships. This may help in identifying at-risk adolescents earlier so that they can receive the help and support they require.

In a research from 2017, Perkins et al. state that a deeper understanding of organizational vision guiding idea generation is needed. The question that needs to be answered is, if an organizational vision impacts capabilities for ideation. Such a statement by Perkins et al. challenges Duggan’s (2013) view about idea generation. Duggan views idea generation as a creative process which should not be restricted by goals, strategy, or vision. This dilemma combined with the need for further investigation of ideation within SMEs led to the following research question: “How does organizational vision impact capabilities for ideation among different stakeholders in high techGerman SMEs?”. The partner company for this study is high tech German SME. The company is in the process of defining and implementing a new vision, as well as seeking for a more structured innovation process in order to improve its new product development. Research in this field has favored large organizations in the past. Hence, there is an interest in extending research and further developing knowledge regarding processes and frameworks for product development, vision, and ideation for SMEs. A single case-study approach was chosen for an in-depth approach with the suggested design of a research question, case selection, data collection and analysis. The triangulation approach was used to collect the data. The qualitative methods resulted in a series of 8 hypotheses which were further tested using quantitative methods such as surveys performed within the partnering company. The qualitative and quantitative data suggest that the organizational vision impacts capabilities for ideation among stakeholders. The influence varies from being negative, nonexistent, to being very positive. The level and type of influence varies depending on several factors such as vision understanding, vision implementation, alignment, involvement of the management in ideation, organizational and work structures, etc. When all these factors are present and connected to each other, they enhance the role that organizational vision plays in guiding the development of new and relevant ideas and new products. Such presence of these factors allows employees to generate ideas that match the vision and overall goals. A Positive influence means that generated ideas are aligned with the vision, thus aligned with the direction that the company takes and possibly result in products with higher market potential. When these earlier mentioned factors are absent, or connected in a wrong way, this can result in negative influence that the vision has on capabilities for ideation among different stakeholders. This study contributes towards solving the earlier mentioned dilemma, which is interesting for researchers and practitioners even more. The study raises awareness of the importance of doing research in the field of ideation and its interfaces with a focus on SMEs, as this is highly important for SMEs and the global economy. While researchers get data that can be used to build a foundation for future research in the field of organizational vision and ideation, practitioners learn how to increase SMEs overall performance which is the fundamental purpose of innovation. / Enligt senare forskning krävs en djupare förståelse för organisationsvision för att styra idégenerering. En central fråga är hur arbetet med en verksamhets vision påverkar de anställdas förmåga att utveckla nya idéer. Forskning ser nu två motstående resultat: en där idégenerering är en kreativ process som inte bör begränsas av mål, strategi eller vision och en annan där visionen faktiskt är av godo. Detta dilemma ledde till följande forskningsfråga: "Hur påverkar organisationsvisionen kapaciteten för idégenerering bland olika intressenter i högteknologiska tyska små och medelstora företag?". I fokus i för denna studie är ett högteknologisk tyskt SME. Detta företag stod i begrepp att definiera och implementera en ny vision och var intresserad av en mer strukturerad innovationsprocess för att förbättra sin nya produktutveckling. Eftersom tidigare forskning inom detta området mer fokuserat på större organisationer finns det ett intresse att utöka forskning och vidareutveckla kunskap om processer och ramverk för produktutveckling, vision och idéer för små och medelstora företag. Genom triangulering samlades data in och analyserades genom kvalitativa och kvantitativa metoder. Resultaten antyder att den organisatoriska visionen påverkar förmågorna för idéer bland intressenter. Påverkan varierar från att vara negativ, obefintlig, till att vara mycket positiv. Nivån och typen av inflytande varierar beroende på flera faktorer som visionförståelse, visionimplementering, anpassning, ledningens engagemang i idéer, organisations- och arbetsstrukturer. När alla dessa faktorer är närvarande och kopplade till varandra förbättrar de den roll som visionen spelar för att vägleda utvecklingen av nya och relevanta idéer och produkter. Närvaron av dessa faktorer gör det möjligt för anställda att generera idéer som matchar visionen och de övergripande målen. Ett positivt inflytande innebär att genererade idéer anpassas till visionen, och därmed anpassas till den riktning som företaget tar och eventuellt resulterar i produkter med högre marknadspotential. När dessa tidigare nämnda faktorer är frånvarande eller kopplas in på ett fel sätt kan detta resultera i negativt inflytande som visionen har på förmågor för idéer bland olika intressenter. Studien bidrar till att lösa dilemmat kring hur vision och idégenerering hör ihop och ökar medvetenheten om vikten av mer forskning inom ämnet med fokus på små och medelstora företag.

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EMS providers work in a high-stress environment and are routinely exposed to critical incidents. Many providers are left to deal with the chronic stress on their own, either because of lack of effective employer-based programs or a culture that discourages its use. The extent to which these factors -- as well as personal characteristics such as resilience, PTG, and coping skills -- influence PTSD and suicide ideation among EMS providers has not been well studied among EMS providers. An online survey was administered to a convenience sample of EMS providers. Of the 2,683 respondents, more than one quarter (27.7%) met the PTSD criteria of 50 or higher on the PCL-M. Close to half of the respondents (42.0%) reported having contemplated suicide in the last six months. Of those who had contemplated suicide in the last 30 days, nearly one third (27.1%) thought about suicide 10 or more days in the last 30 days. EMS culture and resilience were negatively associated with PTSD, while positive associations were found with some coping styles. PTSD scores and suicide ideation frequency were highest when post-incident services were not available in the workplace. No significant relationships were found between personal factors and suicide ideation.

In pursuing my aim to provide a methodical easy to follow ideation to creationprocess didactic instructional tool to be used both for design and art projects, ledme to produce a multimedia film.An A2 poster with 3 5 step tried and tested hybrid methods started action research,acting as a didactic teaching tool and point of reference.Further to an interview with gymnasium (high school) art and storytelling teacher,the defining process began by editing live test case documentation from her finalyear 2013 art and design class. Audio clips from a creative director and teacherinterviews’ along with still picture quotes added valuable process method narration.Practical hands on experience in addition to the gymnasium class usability findings,led to final stage development in the form of a digital mobile application, "id'8." Anend sequence animation illustrates simplified, refined and combined 2 5stepprocesses in action, as I work the id’8 process tool interactively.