This is a book about how we see: the environment around us (its surfaces, their layout, and their colors and textures); where we are in the environment; whether or not we are moving and, if we are, where we are going; what things are good for; how to do things (to thread a needle or drive an automobile); or why things look as they do.The basic assumption is that vision depends on the eye which is connected to the brain. The (...) author suggests that natural vision depends on the eyes in the head on a body supported by the ground, the brain being only the central organ of a complete visual system. When no constraints are put on the visual system, people look around, walk up to something interesting and move around it so as to see it from all sides, and go from one vista to another. That is natural vision—and what this book is about. (shrink)

What is a concept? Philosophers have given many different answers to this question, reflecting a wide variety of approaches to the study of mind and language. Nonetheless, at the most general level, there are two dominant frameworks in contemporary philosophy. One proposes that concepts are mental representations, while the other proposes that they are abstract objects. This paper looks at the differences between these two approaches, the prospects for combining them, and the issues that are involved in the dispute. We (...) argue that powerful motivations have been offered in support of both frameworks. This suggests the possibility of combining the two. Unlike Frege, we hold that the resulting position is perfectly coherent and well worth considering. Nonetheless, we argue that it should be rejected along with the view that concepts are abstract objects. (shrink)

Cognition in work teams has been predominantly understood and explained in terms of shared cognition with a focus on the similarity of static knowledge structures across individual team members. Inspired by the current zeitgeist in cognitive science, as well as by empirical data and pragmatic concerns, we offer an alternative theory of team cognition. Interactive Team Cognition (ITC) theory posits that (1) team cognition is an activity, not a property or a product; (2) team cognition should be measured and studied (...) at the team level; and (3) team cognition is inextricably tied to context. There are implications of ITC for theory building, modeling, measurement, and applications that make teams more effective performers. (shrink)