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How do people make causal judgments about physical events? We introduce the counterfactual simulation model (CSM) which predicts causal judgments in physical settings by comparing what actually happened with what would have happened in relevant counterfactual situations. The CSM postulates different aspects of causation that capture the extent to which a cause made a difference to whether and how the outcome occurred, and whether the cause was sufficient and robust. We test the CSM in several experiments in which participants make causal judgments about dynamic collision events. A preliminary study establishes a very close quantitative mapping between causal and counterfactual judgments. Experiment 1 demonstrates that counterfactuals are necessary for explaining causal judgments. Participants' judgments differed dramatically between pairs of situations in which what actually happened was identical, but where what would have happened differed. Experiment 2 features multiple candidate causes and shows that participants' judgments are sensitive to different aspects of causation. The CSM provides a better fit to participants' judgments than a heuristic model which uses features based on what actually happened. We discuss how the CSM can be used to model the semantics of different causal verbs, how it captures related concepts such as physical support, and how its predictions extend beyond the physical domain. (PsycInfo Database Record (c) 2021 APA, all rights reserved).Memorializes Scott O. Lilienfeld (1960-2020), one of the most influential figures in contemporary clinical psychology. His contributions were prodigious and spanned psychopathy and personality disorders, psychiatric classification and di agnosis, dissociation, memory and trauma, neuroscience, and cultural sensitivity. He authored, coauthored, and coed ited more than 500 articles and book chapters and 20 books, including the Encyclopedia of Clinical Psychology. His in tellectual reach extended to writing introductory psychology and graduate textbooks, to op-eds and coverage in major news outlets, TV appearances, radio programs, podcasts, and lectures across the world. He made his mark in editorial roles including as editor-in-chief of Clinical Psychological Science, and as past editor and founder of the Scientific Review of Mental Health Practice. (PsycInfo Database Record (c) 2021 APA, all rights reserved).Memorializes Ruby N. Takanishi (1946-2020). Remembered as a "warrior for children," Takanishi's legacy includes impactful policies, dedicated advo cacy, along with memories of a brilliant leader, a caring mentor, and a generous colleague. She taught at University of Cali fornia Los Angeles, Teachers College, Yale, and Bank Street College. Foregoing tenure, she devoted her career to policymaking and philanthropy. In 1980, Takanishi received a Congressional Fellowship spon sored by the Society for Research in Child Development and the Association for the Advancement of Science to serve as assistant to Sen. Combretastatin A4 research buy Daniel Inouye. In 1986 she became executive director of the Carnegie Coun cil on Adolescent Development, a grant-making organization. Takanishi served as the president and CEO of the Foundation for Child Development (FCD) from 1996-2012. (PsycInfo Database Record (c) 2021 APA, all rights reserved).Memorializes Kenneth Lewes (1943-2020). Lewes earned a PhD in Clinical Psychology from University of Michigan (1982). His PhD dissertation was published as a book, The Psychoanalytic Theory of Male Homosexuality (1988), which has been republished several times and has never been out of print. While Lewes never officially trained to become a psychoanalyst, his scholarship, perseverance and originality played a significant role in bringing about needed change in the field. (PsycInfo Database Record (c) 2021 APA, all rights reserved).Memorializes Mary Gergen (1938-2020). Gergen led from the margins and reimagined psychol ogy, bringing a path-breaking sensibility to the study of gen der, questioning the essentialism rampant in the 1980s, and demonstrating that gender is a social construction. As she extended her ideas about gender, she saw a need for new methods and, influenced by constructionist thought, embraced qualitative forms of inquiry. She was a prolific scholar, publishing many articles that were always provocative and original. The legacy of her work is in part the growth of perform ance inquiry in the social sciences and the legitimacy of qualitative inquiry. She was an associate editor of Qualita tive Psychology and a mentor to many women. (PsycInfo Database Record (c) 2021 APA, all rights reserved).Memorializes Leslie H. Hicks (1927-2020). Hicks was born in Washington, DC, where he spent the majority of his career as department chair of psychology at Howard University. He upheld high academic standards, promoted psychological science, and advanced African Americans in research. He cofounded the university's PhD program in psychology (1968). Hicks continued mentoring after retirement in 2016, dedicating nearly 65 years of service as an educator. (PsycInfo Database Record (c) 2021 APA, all rights reserved).Delegation is a critical tool for busy managers. Early delegation research suggests that managers are reluctant to delegate beyond a few highly competent employees or those with whom they have a strong relationship. Extending this line of research, we integrate signaling theory with a view of social networks as "prisms," to demonstrate the relevance of employees' network ties in the work unit for delegation. Signaling theory argues that when direct data about employee competence are mixed or ambiguous, decision makers will look for more indirect signals with which to make inferences about quality and reputation. One such signal is suggested by the networks as "prisms" perspective, which argues that network ties can operate as reputational signals in the absence of more direct quality data. Combining these insights and data from a field study and two follow-up laboratory studies, we find that in situations of moderate employee competence, managers will draw positive reputational inferences and be more willing to delegate to employees when such employees are more central in the friendship network of the work unit as well as when they share common memberships in friendship cliques with the managers.