Critical periods in the organization of systems

Abstract

Abstract The general theory of critical periods applies to organizational processes involved in the development of any living system on any level of organization and states that the time during which an organizational process is proceeding most rapidly is the time when the process may most easily be altered or modified. Complex organizational processes involving 2 or more interdependent subprocesses may show 1 to several critical periods, depending on the time relationships of the subprocesses. The nature of the relationships between interdependent processes operating on different levels is again dependent on time and is a more meaningful formulation than that of the old “innate‐acquired” dichotomy. These theoretical considerations lead to the conclusion that understanding a critical‐period phenomenon rests on analyzing the nature of the organizational process or processes involved. An example is given in a review of research on the critical period for primary socialization (social attachment) in the dog. Evidence that attachment has taken place consists of discriminative behavior in relation to familiar and unfamiliar objects and rests on a minimum of 3 processes: (1) organization of the separation distress response; (2) visual and auditory sensory capacities; and (3) long‐term associative memory capacities. Once these capacities are developed, the overall attachment process proceeds very rapidly (the critical period for such attachment). Thus the critical periods for the organizational subprocesses precede or slightly overlap that for the overall process. Deeper analyses of these processes must rest on neurophysiological research. The theory of critical periods is a general one that should apply to any developmental organizational process which proceeds at grossly different rates at different times.

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