Is Incompatibilism Intuitive?

Incompatibilists believe free will is impossible if determinism is true, and they often claim that this view is supported by ordinary intuitions. We challenge the claim that incompatibilism is intuitive to most laypersons and discuss the significance of this challenge to the free will debate. After explaining why incompatibilists should want their view to accord with pretheoretical intuitions, we suggest that determining whether incompatibilism is in fact intuitive calls for empirical testing. We then present the results of our studies, which put significant pressure on the claim that incompatibilism is intuitive. Finally, we consider and respond to several potential objections to our approach.     

Agency, authorship, and illusion

Daniel Wegner argues that conscious will is an illusion. I examine the adequacy of his theory of apparent mental causation and whether, if accurate, it suggests that our experience of agency and authorship should be considered illusory. I examine various interpretations of this claim and raise problems for each interpretation. I also distinguish between the experiences of agency and authorship.     

Helping Teams to Help Themselves: Comparing two Team‐Led Debriefing Methods

Team‐based structures have become more widely used in organizations. Therefore, it is important for team members to perform well in their current team and to build skills and enthusiasm for working on future teams. This study examined team debriefing, an intervention in which team members reflect on recent experiences to prepare for subsequent tasks. Prior researchers have shown that facilitated team debriefs work, but they have not examined how to enable teams to conduct their own debriefs or studied how debriefs affect individual level outcomes. Therefore, we compared 2 team‐led debriefing techniques: (a) an unguided debrief and (b) a guided debrief designed to incorporate lessons learned from prior debriefs. We collected data from 174 business students who were members of 35 teams from 9 sections of a Strategic Management course. Class sections were randomly assigned to one of the debriefing conditions, and teams completed 4 business cases over 10 weeks. A multilevel design was employed and a multistage model building approach was used to test the hypotheses using hierarchical linear modeling techniques. Results of this cluster randomized, quasi‐experimental design suggest that the team‐led guided debrief intervention resulted in superior team processes as compared to the unguided debriefing method. Team processes, in turn, related significantly to greater team performance and increased individual readiness for teamwork and enthusiasm for teaming. Implications for future research and practice are discussed.     

The demise of short-term memory revisited: empirical and computational investigations of recency effects

In the single-store model of memory, the enhanced recall for the last items in a free-recall task (i.e., the recency effect) is understood to reflect a general property of memory rather than a separate short-term store. This interpretation is supported by the finding of a long-term recency effect under conditions that eliminate the contribution from the short-term store. In this article, evidence is reviewed showing that recency effects in the short and long terms have different properties, and it is suggested that 2 memory components are needed to account for the recency effects: an episodic contextual system with changing context and an activation-based short-term memory buffer that drives the encoding of item-context associations. A neurocomputational model based on these 2 components is shown to account for previously observed dissociations and to make novel predictions, which are confirmed in a set of experiments.     

Do not prime hawks with doves: the interplay of construct activation and consistency of social value orientation on cooperative behavior

Low and high consistent pro-socials and pro-selfs were primed with neutral, morality, or might concepts in mixed-motive situations. The authors expected participants' social value orientation to influence cooperative behavior among (a) high consistent individuals in all prime conditions and (b) low consistent individuals in the neutral prime condition only. The authors also expected the primes to influence cooperative behavior more among low than high consistent individuals. Four experiments using supra-liminal (Experiments 1, 2, and 4) or subliminal (Experiment 3) priming and 2-person (Experiments 1-3) or N-person (Experiment 4) social dilemmas partially supported these initial predictions. One intriguing exception was that morality primes reduced cooperation among high consistent pro-selfs. Experiments 2-4 allowed testing for the potential role of expectations in shaping participants' cooperative behavior.