Effects of containment and closure policies on controlling the COVID‐19 pandemic in East Asia

Growing efforts have been made to pool coronavirus data and control measures from countries and regions to compare the effectiveness of government policies. We examine whether these strategies can explain East Asia’s effective control of the COVID‐19 pandemic based on time‐series data with cross‐correlations between the Stringency Index and number of confirmed cases during the early period of outbreaks. We suggest that multidisciplinary empirical research in healthcare and social sciences, personality, and social psychology is needed for a clear understanding of how cultural values, social norms, and individual predispositions interact with policy to affect life‐saving behavioural changes in different societies.     

Support for Self‐Censorship Among Israelis as a Barrier to Resolving the Israeli‐Palestinian Conflict

Self‐censorship, defined as an “act of intentionally and voluntarily withholding information from others in the absence of formal obstacles” often serves as a barrier to resolving intractable conflicts. Specifically, in order to protect the group, and in absence of objective constraints such as institutionalized censorship, individuals practice self‐censorship and support its practice by other society members. This prevents free flow and transparency of information, within a society, regarding the conflict and the adversary. In an attempt to investigate the factors that contribute to the functioning of self‐censorship as a sociopsychological barrier to conflict resolution, a longitudinal study was conducted among a large sample of Jews in Israel. The survey was administered in three waves: a few months before, during, and a few months after Israel's Operation Pillar of Defense in the Gaza Strip. The findings showed that armed confrontation can increase support for self‐censorship. In addition, the findings revealed that personal characteristics (e.g., authoritarianism, ethnocentrism, siege mentality) predicted support for self‐censorship, which, in turn, mediated the effect of personal characteristics on support for negotiations and for providing humanitarian aid. The theoretical as well as the applied implications of the findings are discussed.     

Moving Beyond Self‐Report: Implicit Associations about Death/Life Prospectively Predict Suicidal Behavior among Veterans

Reliance on self‐report limits clinicians' ability to accurately predict suicidal behavior. In this study the predictive validity of an objective measure, the death/suicide Implicit Association Test (d/sIAT), was tested among psychiatrically hospitalized veterans. Following acute stabilization, 176 participants completed the d/sIAT and traditional suicide risk assessments. Participants had similar d/sIAT scores regardless of whether they had recently attempted suicide. However, d/sIAT scores significantly predicted suicide attempts during the 6‐month follow‐up above and beyond other known risk factors for suicidal behavior (OR = 1.89; 95% CI: 1.15–3.12; based on 1SD increase). The d/sIAT may augment the accuracy of suicide risk assessment.     

It is written all over your face: Socially rejected people display microexpressions that are detectable after training in the Micro Expression Training Tool (METT)

Social rejection is a powerful negative emotional experience, yet rejected people often appear stoic and unmoved. That is, their macroexpressions of emotion are not accurate reflections of their emotional states. Yet, there is reason to believe that rejected people exhibit involuntary microexpressions of negative emotion. We contrasted people's macroexpressions of emotion with their microexpressions subsequent to an acceptance or rejection experience. Observers coded microexpressions after being trained with the Micro Expression Training Tool. Rejected participants expressed more sad and angry microexpressions than did accepted participants. This research demonstrates that socially rejected people display negative microexpressions that are detectable by observers trained in the Micro Expression Training Tool.     

Dynamic Creative Interaction Networks and Team Creativity Evolution: A Longitudinal Study

To assess the dynamical effects of creative interaction networks on team creativity evolution, this paper elaborates a theoretical framework that links the key elements of creative interaction networks, including node, edge and network structure, to creativity in teams. The process of team creativity evolution is divided into four phases, including formation, growth, maturity and decline/restart. The importance of domain‐relevant knowledge, creativity‐relevant skill, interaction frequency, interaction length, network density and closeness centrality are emphasized in specific phases of team creativity evolution in a complex creative context. To test our assumptions, a longitudinal study of creative teams in a “Challenge Cup” Creative Business Plan Competition for university students is performed and the full networks of 17 creative entrepreneur teams are mapped. Both static comparison and dynamic analysis are conducted to analyze the relationship between creative interaction networks and team creativity evolution. For specific phases of team creativity evolution, we find confirmation of our predictions. The implications of dynamic creative interaction networks for all the phases of creative teams from formation to decline/restart are discussed.     

What makes a meaningful life? Examining the effects of interpersonal harmony,dialectical coping,and nonattachment

Past cross‐cultural research on well‐being has tended to base Eastern construction of well‐being on the interdependent self‐construal, mainly as an offshoot of Confucius relationalism. However, other influential philosophical traditions in East Asian societies (i.e., Taoism and Buddhism) that portray a different picture of well‐being have received scant scholarly attention. We aim to foreground the distinctiveness of three well‐being constructs salient to Chinese culture, namely, interpersonal harmony, dialectical coping, and nonattachment, by providing experimental evidence on their differential effects on perceived meaning in life. Participants were 173 Taiwanese college students. Using priming procedures, participants primed with interpersonal harmony and dialectical coping reported higher levels of meaning in life as compared to those in the nonattachment and neutral control conditions. In addition, comparisons among the three well‐being constructs revealed that although the effects of interpersonal harmony and dialectical coping on meaning in life were similar in strength, they were both significantly stronger than that of nonattachment. The findings attest to the importance of recognizing within‐culture differences when conducting research on well‐being. Results were considered in terms of their methodological and theoretical implications.     

Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

Numerous studies have recognised the importance of transformational leadership style for encouraging employees’ creativity. Self‐regulation studies have highlighted the influence of a promotion focus on employees’ creative behaviours. Yet both leadership and self‐regulation theories have paid less attention to the role transactional leadership style and situational prevention regulatory focus may play in affecting employees’ creativity. In this article we present a theoretical model which examines transformational and transactional leadership styles and both promotion and prevention situational self‐regulatory focus (SRF). The model suggests that while transformational leadership promotes creativity, at least partially by enhancing follower's situational promotion SRF, transactional leadership style (transactional active) is aligned with followers’ prevention situational SRF, which is associated with leaders’ hindering of followers’ creativity. Findings from two studies, an experimental study (N = 189) and a field study (N = 343 employees and 75 managers), support this model, showing that the relationship between different types of leadership and creativity are more complex than previously regarded. The theoretical and practical implications are discussed.