Electromagnetic source analysis yields estimates of the sources of the Electro- and/or MagnetoEncephaloGram (EEG/MEG) and thus generates a functional description of the human brain. The standard errors of the source estimates are influenced by the number and position of EEG/MEG sensors, by the number of time samples, and by the number of trials in which EEG/MEG is measured. Therefore, optimal design theory is applied to determine the required number and position of sensors, the required number of samples, and the required number of trials. To that end, the Fedorov exchange algorithm is extended to incorporate multi-response models. A simulation study and an empirical study on visual evoked potentials indicate that the proposed method is fast and reliable, and improves source precision considerably.

In decision making, people may rely on their own information as well as oninformation from external sources, such as family members, peers, or experts.The current study investigated how these types of information are used bycomparing four decision strategies: 1) an internal strategy that relies solelyon own information; 2) an external strategy that relies solely on theinformation from an external source; 3) a sequential strategy that relies oninformation from an external source only after own information is deemedinadequate; 4) an integrative strategy that relies on an integration of bothtypes of information. Of specific interest were individual and developmentaldifferences in strategy use. Strategy use was examined via Bayesian hierarchicalmixture model analysis. A visual decision task was administered to children andyoung adolescents (N=305, ages 9–14). Individual differences but noage-related changes were observed in either decision accuracy or strategy use.The internal strategy was dominant across ages, followed by the integrative andsequential strategy, respectively, while the external strategy was extremelyrare. This suggests a reluctance to rely entirely on information provided byexternal sources. We conclude that there are individual differences but notdevelopmental changes in strategy use pertaining to perceptual decision-makingin 9- through 14-year-olds. Generalizability of these findings is discussed withregard to different forms of social influence and varying perceptions of theexternal source. This study provides stepping stones in better understanding andmodeling decision making processes in the presence of both internal and externalinformation.

Newell & Shanks (N&S) show that there is no convincing evidence that processes assumed to be unconscious and superior are indeed unconscious. We take their argument one step further by showing that there is also no convincing evidence that these processes are superior. We review alternative paradigms that may provide more convincing tests of the superiority of (presumed) unconscious processes.

The opportunity cost model (OCM) aims to explain various phenomena, among which the finding that performance degrades if executive functions are used repeatedly (“resource depletion”). We argue that an OCM account of resource depletion requires two unlikely assumptions, and we discuss an alternative that does not require these assumptions. This alternative model describes the interplay between executive function and motivation.