组织中的正念：基于认知的动态衍生过程及干预

doi:10.3724/SP.J.1042.2020.00510

摘要/Abstract

摘要：

正念是个体、团队和组织共有的属性。认知过程取向的正念在个体、团队及组织层面表现为对信息的加工处理。依托信息加工理论, 基于认知的正念在组织中各层面的衍生过程可从4个阶段(刺激-觉知-识别-反应)进行解析, 其干预可依据衍生过程中的注意力与互动等关键要素入手。未来研究可发掘儒释道传统文化以发展认知取向正念的心理学内涵, 检验不同层面正念衍生过程及基于认知干预的有效性, 并尝试构建个体-团队-组织正念递进补充与反哺机制。

关键词: 正念, 认知, 衍生过程, 信息加工理论

Abstract:

Mindfulness is a common attribute of individual, team, and organization. Cognition-oriented mindfulness is the processing of information at different levels of organization. Based on the information processing theory, the derivation process of mindfulness shows four stages, namely, stimulus, awareness, cognition, and response. Future research should explore the Confucianism, Buddhism and Taoism traditional culture to develop psychological connotation of cognition-oriented mindfulness, test the effectiveness of derivation process and interventions at different levels of organization, and try to develop the progressive supplement and feedback mechanism of mindfulness.

Key words: mindfulness, cognition, derivative process, information processing theory

诸彦含, 陈国良, 徐俊英. (2020). 组织中的正念：基于认知的动态衍生过程及干预. 心理科学进展 , 28(3), 510-522.

ZHU Yanhan, CHEN Guoliang, XU Junying. (2020). Mindfulness in organization: Cognition-oriented dynamic derivative process and interventions. Advances in Psychological Science, 28(3), 510-522.

图/表 2

参考文献 111

[1]	段文杰 . (2014). 正念研究的分歧: 概念与测量. 心理科学进展, 22(10), 1616-1627.
[2]	顾帆 . (2016). 当代认知心理学研究现状. 社会心理科学, 31(8), 3-5.
[3]	黄明明, 王立君 . (2014). 正念认知疗法及其预防抑郁症复发的研究评述. 心理技术与应用, (10), 9-12.
[4]	孔凡贞, 钮美娥, 赵惠英, 顾云芬, 汤臻 . (2015). 正念认知疗法在抑郁症患者中的研究现状. 中华护理杂志, 50(12), 1502-1505.
[5]	李乃文, 韩峥 . (2012). 基于多主体建模的安全注意力衰减模型研究. 中国安全科学学报, 22(12), 51-57.
[6]	吕洁, 张钢 . (2013). 团队认知的涌现: 基于集体信息加工的视角. 心理科学进展, 21(12), 2214-2223.
[7]	吕洁, 张钢 . (2015). 知识异质性对知识型团队创造力的影响机制: 基于互动认知的视角. 心理学报, 47(4), 533-544.
[8]	谌梦桂, 冯永辉, 李慧 . (2018). 国内正念研究述评. 心理技术与应用, 6(11), 688-695.
[9]	生媛媛, 刘惠军, 何欣嘏 . (2017). 正念干预在癌症康复中的临床应用. 心理科学进展, 25(12), 2124-2135.
[10]	束晨晔, 沈汪兵, 赵源 . (2018). 禅修对创造性思维的影响. 心理科学进展, 26(10), 1807-1817.
[11]	汪芬, 黄宇霞 . (2011). 正念的心理和脑机制. 心理科学进展, 19(11), 1635-1644.
[12]	王建中, 曾娜, 郑旭东 . (2013). 理查德·梅耶多媒体学习的理论基础. 现代远程教育研究, 2, 15-24.
[13]	王馨, 李平 . (2017). 团队悟性创新理论框架:中国航天工程情境下的本土创新案例研究. 外国经济与管理, 39(3), 3-23.
[14]	应洪斌, 郑小碧, 张俊岭 . (2014). 环境边界、维度及其对组织的影响机制研究综述. 科技进步与对策, 31(16), 157-160.
[15]	张钢, 张灿泉 . (2010). 基于组织认知的组织变革模型. 情报杂志, 29(5), 6-11.
[16]	张家华 . (2010). 网络学习的信息加工模型及其应用研究(博士学位论文). 西南大学, 重庆.
[17]	张静, 宋继文, 王悦 . (2017). 工作场所正念: 研究述评与展望. 外国经济与管理, 39(8), 56-70.
[18]	张康之 . (2014). 基于组织环境的组织模式重建. 行政论坛, 21(5), 1-8.
[19]	张韬 . (2015). 组织正念: 概念、特性及运用探析. 贵阳学院学报(社会科学版), 10(2), 101-104.
[20]	郑晓明, 倪丹 . (2018). 组织管理中正念研究述评. 管理评论, 30(10), 153-168.
[21]	Aanestad M., & Jensen T. B . (2016). Collective mindfulness in post-implementation IS adaptation processes. Information and Organization, 26(1-2), 13-27.
[22]	Baas M., Nevicka B., & Ten Velden F. S . (2014). Specific mindfulness skills differentially predict creative performance. Personality and Social Psychology Bulletin, 40(9), 1092-1106.
[23]	Baer R. A . (2003). Mindfulness training as a clinical intervention: A conceptual and empirical review. Clinical Psychology: Science and Practice, 10(2), 125-143.
[24]	Barnhofer T., Crane C., Hargus E., Amarasinghe M., Winder R., & Williams J. M. G . (2009). Mindfulness-based cognitive therapy as a treatment for chronic depression: A preliminary study. Behaviour Research and Therapy, 47(5), 366-373.
[25]	Bayraktar A., & Ndubisi N. O . (2014). The role of organizational mindfulness in firms’ globalization and global market performance. Journal of Research in Marketing and Entrepreneurship, 16(1), 26-46.
[26]	Becke G . (2014). Mindful change: A concept for social sustainability at organizational level. In: Becke G (Ed.), Mindful change in times of permanent reorganization (pp.49-72). London: Springer.
[27]	Bishop S. R., Lau M., Shapiro S., Carlson L., Anderson N. D., Carmody J., ... Gerald D . (2004). Mindfulness: A proposed operational deﬁnition. Clinical Psychology: Science and Practice, 11(3), 230-241.
[28]	Bodhi B . (2011). What does mindfulness really mean? A canonical perspective. Contemporary Buddhism, 12(1), 19-39.
[29]	Brown K. W., & Ryan R. M . (2003). The benefits of being present: Mindfulness and its role in psychological well- being . Journal of Personality and Social Psychology, 84(4), 822-848.
[30]	Brown K. W., Ryan R. M., & Creswell J. D . (2007). Mindfulness: Theoretical foundations and evidence for its salutary effects. Psychological Inquiry, 18(4), 211-237.
[31]	Butler B. S., & Gray P. H . (2006). Reliability, mindfulness, and information systems. MIS Quarterly, 30(2), 211-224.
[32]	Byrne E. K., & Thatchenkery T . (2019). Cultivating creative workplaces through mindfulness. Journal of Organizational Change Management, 32(1), 15-31.
[33]	Carter N. T., Carter D. R., & DeChurch L. A . (2015). Implications of observability for the theory and measurement of emergent team phenomena. Journal of Management, 44(4), 1398-1425.
[34]	Cleirigh D. O., & Greaney J . (2015). Mindfulness and group performance: An exploratory investigation into the effects of brief mindfulness intervention on group task performance. Mindfulness, 6(3), 601-609.
[35]	Cooren F . (2004). The communicative achievement of collective minding: Analysis of board meeting excerpts. Management Communication Quarterly, 17(4), 517-551.
[36]	Curtis A. M., Dennis A. R., & McNamara K. O . (2017). From monologue to dialogue: Performative objects to promote collective mindfulness in computer-mediated team discussions. MIS Quarterly, 41(2), 559-582.
[37]	Davidson R. J., & Kaszniak A. W . (2015). Conceptual and methodological issues in research on mindfulness and meditation. American Psychologist, 70(7), 581-592.
[38]	Dierynck B., Leroy H., Savage G. T., & Choi E . (2016). The role of individual and collective mindfulness in promoting occupational safety in health care. Medical Care Research and Review, 74(1), 79-96.
[39]	Dreyfus G . (2011). Is mindfulness present-centred and non- judgmental? A discussion of the cognitive dimensions of mindfulness. Contemporary Buddhism, 12(1), 41-54.
[40]	Epstein R. M . (1999). Mindful practice. Journal of American Medical Association, 282(9), 833-839.
[41]	Fairfax H . (2008). The use of mindfulness in obsessive compulsive disorder: Suggestions for its application and integration in existing treatment. Clinical Psychology & Psychotherapy, 15(1), 53-59.
[42]	Fisher D., Kerr A., & Cunningham S . (2019). Examining the moderating effect of mindfulness on the relationship between job stressors and strain outcomes. International Journal of Stress Management, 26(1), 78-88.
[43]	Flook L., Goldberg S. B., Pinger L., Bonus K., & Davidson R. J . (2013). Mindfulness for teachers: A pilot study to assess effects on stress, burnout, and teaching efficacy. Mind, Brain, and Education, 7(3), 182-195.
[44]	Furtner M. R., Tutzer L., & Sachse P . (2018). The mindful self-leader: Investigating the relationships between self-leadership and mindfulness. Social Behavior and Personality: An International Journal, 46(3), 353-360.
[45]	Gajda D . (2017). Talent management in the context of mindful organizing and organizational mindfulness. Journal of Positive Management, 8(3), 42-57.
[46]	Gethin R . (2011). On some definitions of mindfulness. Contemporary Buddhism, 12(1), 263-279.
[47]	Good D. J., Lyddy C. J., Glomb T. M., Bono J. E., Brown K. W., Duffy M. K., ... Lazar S. W . (2016). Contemplating mindfulness at work: An integrative review. Journal of Management, 42(1), 114-142.
[48]	Hayes S. C., Luoma J. B., Bond F. W., Masuda A., & Lillis J . (2006). Acceptance and commitment therapy: Model, processes and outcomes. Behaviour Research and Therapy, 44 (1), 1-25.
[49]	Hayes S. C., Strosahl K., & Wilson K. G . (Eds.). (1999) Acceptance and commitment therapy: An experiential approach to behavior change. New York: Guilford Press.
[50]	Hülsheger U. R., Alberts H. J. E. M., Feinholdt A., & Lang J. W. B . (2013). Benefits of mindfulness at work: The role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied Psychology, 98(2), 310-325.
[51]	Jha A. P., Morrison A. B., Dainer-Best J., Parker S., Rostrup N., & Stanley E. A . (2015). Minds “at attention”: Mindfulness training curbs attentional lapses in military cohorts. Plos One, 10(2), 1-19.
[52]	Kabat-Zinn J . (1982). An outpatient program in behavioral medicine for chronic pain patients based on the practice of mindfulness meditation: Theoretical considerations and preliminary results. General Hospital Psychiatry, 4(1), 33-47.
[53]	Kabat-Zinn J . (1990). Full catastrophe living: Using the wisdom of your body and mind to face stress, pain and illness. New York: Delacorte.
[54]	Kabat-Zinn J . (2003). Mindfulness-based interventions in context: Past, present, and future. Clinical Psychology: Science and Practice, 10(2), 144-156.
[55]	Kersemaekers W., Rupprecht S., Wittmann M., Tamdjidi C., Falke P., Donders R., ... Kohls N . (2018). A workplace mindfulness intervention may be associated with improved psychological well-being and productivity. A preliminary field study in a company setting. Frontiers in Psychology, 9, 195.
[56]	King E., & Haar J. M . (2017). Mindfulness and job performance: A study of Australian leaders. Asia Pacific Journal of Human Resources, 55(3), 298-319.
[57]	Krieger J. L . (2005). Shared mindfulness in cockpit crisis situations: An exploratory analysis. Journal of Business Communication, 42(2), 135-167.
[58]	Langer E. J., & Moldoveanu M . (2000). The construct of mindfulness. Journal of Social Issues, 56(1), 1-9.
[59]	Langer E. J., & Piper A. I . (1987). The prevention of mindlessness. Journal of Personality and Social Psychology, 53(2), 280-287.
[60]	Lange S., Bormann K. C., & Rowold J . (2018). Mindful leadership: Mindfulness as a new antecedent of destructive and transformational leadership behavior. Gruppe. Interaktion. Organisation. Zeitschrift Für Angewandte Organisationspsychologie (GIO), 49(2), 139-147.
[61]	Liang L. H., Brown D. J., Ferris D. L., Hanig S., Lian H., & Keeping L. M . (2018). The dimensions and mechanisms of mindfulness in regulating aggressive behaviors. Journal of Applied Psychology, 103(3), 281-299.
[62]	Liang L. H., Lian H., Brown D. J., Ferris D. L., Hanig S., & Keeping L. M . (2016). Why are abusive supervisors abusive? A dual-system self-control model. Academy of Management Journal, 59(4), 1385-1406.
[63]	Lyddy C. J., Schachter Y., Reyer A., & Julliard K . (2016). Transfer of mindfulness training to the work setting. Journal of Continuing Education in the Health Professions, 36(4), 240-248.
[64]	Morgan P. B. C., Fletcher D., & Sarkar M . (2015). Understanding team resilience in the world's best athletes: A case study of a rugby union world cup winning team. Psychology of Sport & Exercise, 16(1), 91-100.
[65]	Morgeson F. P., & Hofmann D. A . (1999). The structure and function of collective constructs: Implications for multilevel research and theory development. Academy of Management Review, 24(2), 249-265.
[66]	Neubauer A. C., & Fink A . (2009). Intelligence and neural efficiency. Neuroscience and Biobehavioral Reviews, 33(7), 1004-1023.
[67]	O’Doherty V., Carr A., McGrann A., O’Neill J. O., Dinan S., Graham I., & Maher V . (2015). A controlled evaluation of mindfulness-based cognitive therapy for patients with coronary heart disease and depression. Mindfulness, 6(3), 405-416.
[68]	Olano H. A., Kachan D., Tannenbaum S. L., Mehta A., Annane D., & Lee D. J . (2015). Engagement in mindfulness practices by U.S. adults: Sociodemographic barriers. The Journal of Alternative and Complementary Medicine, 21(2), 100-102.
[69]	Ovington L. A., Saliba A. J., & Goldring J . (2017). Dispositions toward flow and mindfulness predict dispositional insight. Mindfulness, 9(2), 585-596.
[70]	Pang D., & Ruch W . (2019). Fusing character strengths and mindfulness interventions: Benefits for job satisfaction and performance. Journal of Occupational Health Psychology, 24(1), 150-162.
[71]	Piórkowska K . (2016). Behavioural strategy: Adaptability context. Management, 20(1), 256-276.
[72]	Posner M. I., & Rothbart M. K . (1992). Attentional mechanisms and conscious experience. The Neuropsychology of Consciousness, 91-111.
[73]	Purser R., E. & Milillo, J. ( 2015). Mindfulness revisited: A buddhist-based conceptualization. Journal of Management Inquiry, 24(1), 3-24.
[74]	Quaglia J. T., Brown K. W., Lindsay E. K., Creswell J. D., & Goodman R. J . (2015). From conceptualization to operationalization of mindfulness. In K. W. Brown, J. D. Creswell, & R. M. Ryan (Eds.), Handbook of mindfulness: Theory, research, and practice(pp. 151-170). New York, NY: Guilford.
[75]	Rahl H. A., Lindsay E. K., Pacilio L. E., Brown K. W., & Creswell J. D . (2016). Brief mindfulness meditation training reduces mind wandering: The critical role of acceptance. Emotion, 17(2), 224-230.
[76]	Ray J. L., Baker L. T., & Plowman D. A . (2011). Organizational mindfulness in business schools. Academy of Management Learning & Education, 10(2), 188-203.
[77]	Reb J., Narayanan J., & Chaturvedi S . (2014). Leading mindfully: Two studies on the influence of supervisor trait mindfulness on employee well-being and performance. Mindfulness, 5(1), 36-45.
[78]	Reb J., Narayanan J., & Ho Z. W . (2015). Mindfulness at work: Antecedents and consequences of employee awareness and absent-mindedness. Mindfulness, 6(1), 111-122.
[79]	Robins C. J . (2002). Zen principles and mindfulness practice in dialectical behavior therapy. Cognitive and Behavioral Practice, 9(1), 50-57.
[80]	Roche M., Haar J. M., & Luthans F . (2014). The role of mindfulness and psychological capital on the well-being of leaders. Journal of Occupational Health Psychology, 19(4), 476-489.
[81]	Roemer L., & Orsillo S. M . (2006). Expanding our conceptualization of and treatment for generalized anxiety disorder: Integrating mindfulness/acceptance-based approaches with existing cognitive-behavioral models. Clinical Psychology: Science and Practice, 9(1), 54-68.
[82]	Ruedy N. E., & Schweitzer M. E . (2010). In the moment: The effect of mindfulness on ethical decision making. Journal of Business Ethics, 95(Suppl. 1), 73-87.
[83]	Ruocco A. C., & Wonders E . (2013). Delineating the contributions of sustained attention and working memory to individual differences in mindfulness. Personality and Individual Differences, 54(2), 226-230.
[84]	Rupprecht S., Koole W., Chaskalson M., Tamdjidi C., & West M . (2019). Running too far ahead? Towards a broader understanding of mindfulness in organizations. Current Opinion in Psychology, 28, 32-36.
[85]	Safran J. D., & Segal Z. V . (Eds.). (1990). Interpersonal process in cognitive therapy . New York: Basic Books.
[86]	Schneider S. C., & Angelmar R . (1993). Cognition in organizational analysis: Who’s minding the store? Organization Studies, 14(3), 347-374.
[87]	Segal Z. V., Williams J. M., & Teasdale J. D . (Eds.). (2012) Mindfulness-based cognitive therapy for depression. New York, NY: Guilford Press.
[88]	Shapiro S. L., & Carlson L. E . (Eds.). (2009). The art and science of mindfulness: Integrating mindfulness into psychology and the helping professions. Washington, DC: American Psychological Association.
[89]	Shapiro S. L., Carlson L. E., Astin J. A., & Freedman B . (2006). Mechanisms of mindfulness. Journal of Clinical Psychology, 62(3), 373-386.
[90]	Shonin E., van Gordon W., Dunn T. J., Singh N. N., & Griffiths M. D . (2014). Meditation awareness training (MAT) for work-related wellbeing and job performance: A randomised controlled trial. International Journal of Mental Health and Addiction, 12(6), 806-823.
[91]	Shonin E., van Gordon W., & Griffiths M. D . (2014). Do mindfulness-based therapies have a role in the treatment of psychosis? Australian and New Zealand Journal of Psychiatry, 48(2), 124-127.
[92]	Sutcliffe K. M., Vogus T. J., & Dane E . (2016). Mindfulness in organizations: A cross-level review. Annual Review of Organizational Psychology and Organizational Behavior, 3(1), 55-81.
[93]	Tang Y. Y., Holzel B. K., & Posner M. I . (2015). The neuroscience of mindfulness meditation. Nature Reviews Neuroscience, 16(4), 213-225.
[94]	van Knippenberg D., van Ginkel W. P., & Homan A. C . (2013). Diversity mindsets and the performance of diverse teams. Organizational Behavior and Human Decision Processes, 121(2), 183-193.
[95]	Vogus T. J., & Sutcliffe K. M . (2007a). The impact of safety organizing, trusted leadership, and care pathways on reported medication errors in hospital nursing units. Medical Care, 45(10), 997-1002.
[96]	Vogus T. J., & Sutcliffe K. M . (2007b). The safety organizing scale: Development and validation of a behavioral measure of safety culture in hospital nursing units. Medical Care, 45(1), 46-54.
[97]	Vogus T. J., & Sutcliffe K. M . (2012). Organizational mindfulness and mindful organizing: A reconciliation and path forward. Academy of Management Learning & Education, 11(4), 722-735.
[98]	Vujanovic A. A., Niles B., Pietrefesa A., Schmertz S. K., & Potter C. M . (2011). Mindfulness in the treatment of posttraumatic stress disorder among military veterans. Professional Psychology: Research and Practice, 42(1), 24-31.
[99]	Vu M. C., Wolfgramm R., & Spiller C . (2018). Minding less: Exploring mindfulness and mindlessness in organizations through skillful means. Management Learning, 49(5), 578-594.
[100]	Vykoukal J., Wolf M., & Beck R . (2009). Services grids in industry-on-demand provisioning and allocation of grid- based business services. Business & Information Systems Engineering, 1(2), 177-184.
[101]	Wadlinger H. A., & Isaacowitz D. M . (2011). Fixing our focus: Training attention to regulate emotion. Personality and Social Psychology Review, 15(1), 75-102.
[102]	Weick K. E., & Putnam T . (2006). Organizing for mindfulness: Eastern wisdom and western knowledge. Journal of Management Inquiry, 15(3), 275-287.
[103]	Weick K. E., & Roberts K. H . (1993). Collective mind in organizations: Heedful interrelating on flight decks. Administrative Science Quarterly, 38(3), 357-381.
[104]	Weick K. E., & Sutcliffe K. M . ( Eds.). (2001). Managing the unexpected: Assuring high performance in an age of complexity. San Francisco: Jossey-Bass.
[105]	Weick K. E., & Sutcliffe K. M . (Eds.). (2007). Managing the unexpected: Resilient performance in an age of uncertainty. San Francisco: Jossey-Bass.
[106]	Weick K. E., Sutcliffe K. M., & Obstfeld D . (1999). Organizing for high reliability: Processes of collective mindfulness. Research in Organizational Behavior, 3, 81-123.
[107]	West C., Dyrbye L., Rabatin J., Call T., Davidson J., Multari A., ... Shanafelt T . (2014). Intervention to promote physician well-being, job satisfaction, and professionalism. Jama Internal Medicine, 174(4), 527-533.
[108]	Wupperman P., Neumann C. S., Whitman J. B., & Axelrod S. R . (2009). The role of mindfulness in borderline personality disorder features. The Journal of Nervous and Mental Disease, 197(10), 766-771.
[109]	Yu L., & Zellmer-Bruhn M . (2018). Introducing team mindfulness and considering its safeguard role against conflict transformation and social undermining. Academy of Management Journal, 61(1), 324-347.
[110]	Zeng X. L., Oei T. P. S., Ye Y. Q., & Liu X. P . (2015). A critical analysis of the concepts and measurement of awareness and equanimity in Goenka's Vipassana meditation. Journal of Religion and Health, 54 (2), 399-412.
[111]	Zilcha-Mano S., & Langer E . (2016). Mindful attention to variability intervention and successful pregnancy outcomes. Journal of Clinical Psychology, 72(9), 897-907.

层面	内涵
个体层面	个体正念是“个体对当下现象或经验的接受性注意和意识” (Brown et al., 2007, p.212), 即个体对其内外部环境中正在发生的事情保持开放而清晰的意识和注意(Brown & Ryan, 2003), 并不予评价地接受(张静等, 2017)。
团队层面	团队正念是“团队成员之间通过交互形成的一种共享信念, 即团队成员之间的交互以对当下现象的意识和关注, 以及对团队内部经历的经验性、非评判性处理为特征” (Yu & Zellmer-Bruhn, 2018)。团队正念实质上是从团队成员互动中产生的对团队精神品质的共同认知(Yu & Zellmer-Bruhn, 2018), 即团队成员对当下经验的一种共享认知。
组织层面	组织正念是一个动态的认知过程, 指一个组织在多大程度上捕捉到出现的威胁性的差异性细节, 以及创造对这些细节迅速采取行动回应的能力(Vogus & Sutcliffe, 2012, p.723; Weick et al., 1999; Weick & Sutcliffe, 2001), 反映了组织克服意外事件并以不确定信息(如早期威胁信号, 不能确定其发展变化)对事态进行掌控的认知能力(Vykoukal et al., 2009)。

层面	内涵
个体层面	个体正念是“个体对当下现象或经验的接受性注意和意识” (Brown et al., 2007, p.212), 即个体对其内外部环境中正在发生的事情保持开放而清晰的意识和注意(Brown & Ryan, 2003), 并不予评价地接受(张静等, 2017)。
团队层面	团队正念是“团队成员之间通过交互形成的一种共享信念, 即团队成员之间的交互以对当下现象的意识和关注, 以及对团队内部经历的经验性、非评判性处理为特征” (Yu & Zellmer-Bruhn, 2018)。团队正念实质上是从团队成员互动中产生的对团队精神品质的共同认知(Yu & Zellmer-Bruhn, 2018), 即团队成员对当下经验的一种共享认知。
组织层面	组织正念是一个动态的认知过程, 指一个组织在多大程度上捕捉到出现的威胁性的差异性细节, 以及创造对这些细节迅速采取行动回应的能力(Vogus & Sutcliffe, 2012, p.723; Weick et al., 1999; Weick & Sutcliffe, 2001), 反映了组织克服意外事件并以不确定信息(如早期威胁信号, 不能确定其发展变化)对事态进行掌控的认知能力(Vykoukal et al., 2009)。