Performance expectancies and affect associated with outcomes as a function of time perspective

An experiment was conducted to investigate the effects of time perspective on performance expectancies and the subjective evaluation of outcomes in regard to a task at which subjects had previously succeeded or failed. Prior research has produced conflicting findings on the subjective evaluation of positive and negative outcomes, but some of the research has dealt with tangible rewards and punishments while other work has been concerned with performance outcomes involving tasks with which subjects were unfamiliar. In the current study subjects first succeeded or failed on either an easy or difficult task. They then stated performance expectancies and made evaluations of the affect associated with success and failure in regard to performing the task again immediately, in 3 wk, or in 21 wk. Results indicated a significant decrease over time for both the satisfaction associated with passing and the dissatisfaction associated with failure. Performance expectancies were significantly higher for the testing period of 21 wk in the future than for either the immediate or 3-wk testing period, but this difference was evidenced only for subjects who initially passed the test.     

Ingroup and outgroup minorities: Differential impact upon public and private responses

The experiment which is presented in this paper was designed to overcome some of the problems associated with previous research investigating the effects of social categorization and minority influence. Sixty-eight fourteen-year-old British Secondary School pupils indicated their attitudes towards a 'grant for pupils' before and after reading a text which advocated a minority position. The text was attributed as being the work of either pupils from their own school (ingroup minority) or from a school they discriminated against (outgroup minority). Responses were either made in ‘public’ (by telling subjects that other pupils would see their responses) or in ‘private’ (by subjects putting their responses into a ‘ballot box’). The results showed that on public responses ingroup minorities had more influence than outgroup minorities while there was no difference on private responses. Also, greater change occurred when responses were made in private than in public. These results are compatible with the intergroup analysis of minority influence.     

Conversion theory and simultaneous majority/minority influence: Can reactance offer an alternative explanation?

This study tested whether reactance theory can account for private acceptance of a minority opinion under simultaneous majority/minority influence (reactance against majority rather than conversion toward minority). Subjects were either exposed to simultaneous majority /minority influence or to a majority source only. As predicted by conversion theory, subjects moved away from the majority only in private and in the presence of a consistent minority. In the absence of a consistent minority, subjects accepted the majority opinion in private, ruling out reactance as an alternative explanation.     

Consistency and modification of judgment

In an investigation of minority influence, it was predicted that a consistent preference for paintings based on nationality by a confederate would cause previously neutral subjects to increase their preference in the direction of this minority viewpoint. Further, it was predicted that ethnic origin of the confederate could be seen as a biasing factor which could diminish influence. Four naive subjects were paired with one experimental confederate who was presented as being of either Italian, German, or unknown ethnic origin. On every trial, subjects were asked to indicate their preference between two paintings, one labeled “Italian” and the other labeled “German.” Labels were actually assigned at random. The confederate consistently chose the Italian or the German paintings on every one of the 19 trials. Results indicate that Control subjects rather than being neutral, exhibited a preference for the Italian paintings. Further, the presence of a confederate who took a consistent standard, whether it was Italian or German, had the effect of making subjects significantly more pro-German (or less pro-Italian) than the control group. The findings are explained on the basis that the German position was actalternative minority position, whereas the Italian position was actually an extreme of the majority position. While the former situation leads to minority influence as predicted, the latter situation appears to have polarized subjects. An alternative in terms of a norm of fairness is suggested, also.     

A gift that takes its toll: Emotion recognition and conflict appraisal

Individuals' attributions about conflict influence their behaviour: Appraising conflict as relationship-oriented rather than task-oriented increases individuals' likelihood to engage in conflict-escalating behaviour. This study analysed to what extent emotion recognition influences people's conflict appraisal in teams. Seventy individuals assigned to teams reported on their team conflicts once a week over the course of 2.5 months. The results show that team members high in emotion recognition tend to make more relationship-oriented conflict attributions. At the same time, they make less task-oriented conflict attributions. This tendency towards relationship-oriented attributions was moderated by team-level agreeableness and extraversion: Individuals high in emotion recognition perceived more relationship conflict the lower the average level of agreeableness and extraversion in their teams.     

Unattainable Goal Choice as a Self-Handicapping Strategy1

Selection of an extremely difficult performance goal is conceptualized as a self-handicapping strategy–an attempt to externalize outcomes threatening one's self-image. In a laboratory study, male college students were led to believe they had succeeded at a task that was either relevant or irrelevant to their self-images. In conjunction with this, subjects were led to believe that the success they had experienced was either contingent upon or not contingent upon their effort. Consistent with a self-handicapping strategy, extremely difficult performance goals were selected on a subsequent task when success at a previous task was not contingent upon workers' e]ffort, but only in the personally relevant condition-i.e., when task performance had attributional implications for workers' s]elf-images. Personally irrelevant tasks led to a realistic downward revision of performance aspirations in response to noncontingent success.     

Object individuation in 3-day-old chicks: use of property and spatiotemporal information

Object individuation was investigated in newborn domestic chicks. Chicks' spontaneous tendency to approach the larger group of familiar objects was exploited in a series of five experiments. In the first experiment newborn chicks were reared for 3 days with objects differing in either colour, shape or size. At test, each chick was presented with two groups of events: two objects differing in one property vs. two presentations of the same object. In both cases, all objects involved in the same group of events were sequentially presented and eventually concealed in a different spatial location, and the number of events taking place at each location was equalized. Chicks spontaneously approached the two different objects rather than the single object seen twice. Chicks did not just prefer the more varied set as they did not choose it when the two elements of each group of events were simultaneously presented (Experiment 2). Chicks succeeded when two different objects simultaneously presented were confronted with three identical ones simultaneously presented (Experiment 3), though they failed with sequential presentation of two different objects vs. one object presented three times if they had been familiarized with up to three identical objects (Experiment 4). Chicks instead succeeded if they had been familiarized with objects that were all different from one another (Experiment 5). These young birds thus proved able to use property and spatiotemporal information for object individuation.     

Team innovation and team effectiveness: The importance of minority dissent and reflexivity

Past research suggests that minority dissent in teams may foster team innovations. It is hypothesized, however, that minority dissent would predict team innovations only when teams have high levels of reflexivity - the tendency to overtly reflect upon the group's objectives, strategies, and processes and adapt them to current or anticipated circumstances. This hypothesis was tested in a field study involving a heterogeneous sample of 32 organizational teams performing complex, ill-defined tasks. Results showed more innovation and greater team effectiveness under high rather than low levels of minority dissent, but only when there was a high level of team reflexivity. Avenues for future research are discussed.     

Control motivation and attributions for performance

Two experiments examined the relationship between the desire for effective control over performance outcomes and attributions of causality for those outcomes. In Experiment 1, subjects were led to believe that they had either succeeded at or failed a test that was either unimportant or important. As predicted, failure of the important test was attributed more to lack of effort (a controllable cause) and less to lack of ability (an uncontrollable cause) than was failure of the unimportant test. In Experiment 2, all subjects were led to believe that they had failed a test. Once again, subjects were informed that the test was either important or unimportant. In addition, half the subjects were told that they would be undergoing more tests in a later testing session, while half were not informed of any future testing. As in Experiment 1, subjects failing the important test attributed their failure less to lack of ability than did subjects failing the unimportant test. The anticipation of future testing interacted with test importance in its effects on attributions to ability. Subjects performing the unimportant task attributed their failure more to lack of ability when anticipating future performance than when not. Attributions of subjects performing an important task were not affected by the anticipation of future performance. Results were discussed in terms of the need for control over performance outcomes.     

恶意报复还是认同驱动?新员工的角色社会化程度对其职场排斥行为的作用机制

以往关于职场排斥形成机制的研究, 主要是基于冲突-报复的视角, 验证了人际冲突对职场排斥具有稳定的预测作用, 而这个解释逻辑很可能对新员工并不适用。本文基于角色认同理论, 考察新员工的角色社会化程度对其职场排斥行为的作用机制。通过对多阶段收集的249对新员工上下级匹配问卷分析发现, 在控制了经典的冲突报复机制之后, 角色认同机制能够解释新员工的职场排斥行为。具体来说, 结果显示：(1)新员工的角色社会化程度负向影响其职场排斥行为; (2)工作疏离感在新员工的角色社会化程度与职场排斥行为之间起中介作用; (3)发展性反馈在新员工的角色社会化程度与工作疏离感的关系中起调节作用; 进一步, (4)发展性反馈调节了工作疏离感对角色社会化程度-职场排斥行为关系的中介作用。本研究结果不仅从理论上拓展了职场排斥行为的研究视角, 为以后的进一步研究提供新的理论框架, 而且从角色认同的视角为组织管理新员工的职场排斥行为提供新思路。     

Perseverance in self-perception and social perception: biased attributional processes in the debriefing paradigm.

Two experiments demonstrated that self-perceptions and social perceptions may persevere after the initial basis for such perceptions has been completely discredited. In both studies subjects first received false feedback, indicating that they had either succeeded or failed on a novel discrimination task and then were thoroughly debriefed concerning the predetermined and random nature of this outcome manipulation. In experiment 2, both the initial outcome manipulation and subsequent debriefing were watched and overheard by observers. Both actors and observers showed substantial perseverance of initial impressions concerning the actors' performance and abilities following a standard "outcome" debriefing. "Process" debriefing, in which explicit discussion of the perseverance process was provided, generally proved sufficient to eliminate erroneous self-perceptions. Biased attribution processes that might underlie perserverance phenomena and the implications of the present data for the ethical conduct of deception research are discussed.     

不胜任专家对团队互动模式的影响:团队成员补偿效应

团队中专家的作用日益受到关注,而不胜任专家对于团队互动模式的影响鲜有研究。采用实验室任务团队,通过对专家胜任力进行精确操纵,研究发现不胜任专家团队条件下出现了明显的"成员补偿效应"。即普通成员的主导行为和功能性行为显著增加;影响力水平显著提升。同时,普通成员影响力水平受到领导开放性的调节。只有在高领导开放性的团队中,普通成员对不胜任专家的补偿效应才能发挥作用。     

Resistance to persuasive messages as a function of majority and minority source status

Three experiments examined the extent to which attitudes following majority and minority influence are resistant to counter-persuasion. In Experiment 1, participants’ attitudes were measured after being exposed to two messages which argued opposite positions (initial pro-attitudinal message and subsequent, counter-attitudinal counter-message). Attitudes following minority endorsement of the initial message were more resistant to a (second) counter-message than attitudes following majority endorsement of the initial message. Experiment 2 replicated this finding when the message direction was reversed (counter-attitudinal initial message and pro-attitudinal counter-message) and showed that the level of message elaboration mediated the amount of attitude resistance. Experiment 3 included conditions where participants received only the counter-message and showed that minority-source participants had resisted the second message (counter-message) rather than being influenced by it. These results show that minority influence induces systematic processing of its arguments which leads to attitudes which are resistant to counter-persuasion.     

An Experimental Examination of the Cohesion-Performance Relationship in an Interactive Team Sport

Abstract

This study experimentally examined the cohesion-performance relationship. Undergraduate male volunteers were randomly assigned to 3-man basketball teams and teams were randomly assigned to receive either a cohesion-producing or a cohesion-reducing manipulation before competing. Level of cohesion and individual as well as team performance variables were assessed prior to and after each game. The manipulation successfully created teams higher and lower in cohesion. The results indicate that cohesion had a negligible impact on team performance. A stronger effect was found for the impact of performance on cohesion with winning teams having higher levels of cohesion than losing teams. These findings are consistent with previous literature and lend experimental support to the conclusion that performance has more impact on cohesion than cohesion has on performance.     

BEING DRIVEN MAD: TOWARDS UNDERSTANDING BORDERLINE AND OTHER DISTURBED STATES OF MIND THROUGH THE USE OF THE COUNTER‐TRANSFERENCE

In this paper material is presented from supervision groups run for nurses and other mental health professionals. The patients presented to the group came from different mental health settings with a diagnosis that included borderline features and/or other disturbed states of mind. All of the patients described caused strong counter‐transference feelings of sympathy, confusion, anger, hopelessness and guilt. Although these views were not expressed in formal ward rounds or recorded in clinical notes, evidence of their influence could be seen in the staff's attitude toward these patients. In supervision groups staff would either say that the patients were victims of mistreatment or they adopted a rather moralistic tone saying, ‘the patient is attention‐seeking’, ‘manipulative’ or ‘not mentally ill’. Psychoanalytic supervision which puts the transference and counter‐transference relationship at the centre of practice can help staff to think about their feelings and digest them in a way that makes use of them as evidence rather than discarding them as purely subjective. It also helps to reduce the toxic effects of the patient's projections upon the clinician's mind and this in turn helps to reduce retaliatory or manic clinical decisions. In this paper I argue that staff teams need time to reflect on their practice in handovers and clinical meetings and that psychoanalytic supervision can offer a particularly valuable clinical perspective on patients with Borderline features. This sort of support should be seen as an essential part of the work of nurses and other mental health professionals rather than an unaffordable luxury.     

Affective state mediates causal attributions for success and failure

The influence of affect on causal attributions for success and failure was examined in this experiment. A positive, neurtral, or negative mood was induced in subjects who then learned they had either succeeded or failed an aptitude test taken previously. Relative to neutral mood control conditions, subjects in both positive and negative mood conditions showed a pronounced self-serving bias, particularly following success. The finding is interpreted as self-regulation of affective state. Specifically, causal attribution of success to internal factors can sustain or enhance positive affect; attribution of failure to external factors can diminish negative affect. Ancillary analyses corroborated this interpretation.     

When constituencies speak in multiple tongues: The relative persuasiveness of hawkish minorities in representative negotiation

Although constituencies often consist of opposing factions, we know little about the way such opposing factions influence the representative’s negotiation strategy. This study addressed this issue: Representatives negotiated as sellers on behalf of a group consisting of hawkish (competitive) and dovish (cooperative) factions. Experiments 1–3 showed that a minority of hawks was sufficient to influence the representatives to acting in a competitive way; only when all constituents unanimously advocated a cooperative strategy were representatives more conciliatory towards their negotiation partner. These tendencies did not differ as a function of the representatives’ pro-social versus pro-self value orientation, or the unanimity versus majority rule putatively used in the constituency to accept of reject the representative’s negotiated agreement. We conclude that hawkish minorities are persuasive and influential because representatives accord more weight to hawkish than to dovish messages.     

Minority dissent and team innovation: the importance of participation in decision making.

This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation.     

这不是我想象中的工作！不合规任务对新员工工作投入的影响

本研究基于情绪的认知评价理论,探讨了不合规任务对新员工工作投入的动态影响机制。通过收集分析71名新员工连续5个工作日的追踪数据发现,不合规任务会诱发新员工的不愉快情绪,进而影响其工作投入,工作成长观能够有效缓冲这一负面影响。以上结论拓宽了不合规任务的影响后果,并为如何干预不合规任务给新员工带来的消极影响提供了启示。     

Socialization tactics: Antecedents for goal interdependence and newcomer adjustment and retention

This study argues that Deutsch's theory of goal interdependence is useful to examine the dynamics of serial and investiture tactics on newcomer adjustment and retention in work team contexts. Structural equation results of interviews of specific incidents collected from one hundred and two newcomers support the hypothesized model that serial and investiture tactics used by teams promote cooperative goal interdependence and weaken competitive goal interdependence and independent goal relationship between newcomers and their teams. Cooperative goals were also found to promote positive attitudes and strong co-worker relationships whereas competitive and independent goals resulted in intentions to quit and low levels of organizational commitment and job satisfaction.