The Capacity for Emotional Growth

As the AIDS epidemic continues to spread throughout Australia, the incidence of infection is moving from the major risk group of middle-aged gay men to involve bisexual men, women, and youth. Because of their age, the latter group has unique problems lacking formal legal and social recognition and access to established institutions. The Albion Street Centre, a screening clinic for the AIDS virus, provides medical management and psychosocial services to infected youth. A major component of the psychosocial facilities is an emotional support group. This article reviews the literature relating to support groups and suggests why this therapeutic approach is especially useful for youth who have come into contact with the AIDS virus. The nature of the support group is detailed with particular reference to important issues and suggestions made for future developments during its operation.     

Selective exposure among advisors: the impact of impression motivation

Audience confirmation bias (ACB) refers to the extent to which people prefer information supporting (vs. conflicting with) their audience's views. In two studies, we showed that advisors shifted their ACB toward the needs of their advisees (i.e., audience): When advisors were led to believe that their advisees wanted to defend their views, the ACB was higher compared with when advisees were open minded for critique. Study 2 indicated that this pattern occurred because advisors wanted to have a pleasant interaction with their advisees (impression motivation): Whereas impression‐motivated advisors exhibited a stronger ACB when they were asked to give advice to a defensive (vs. open‐minded) advisee, accuracy‐motivated advisors showed a balanced ACB, regardless of their advisee's needs.     

The insidious (and ironic) effects of positive stereotypes

The present research demonstrates that positive stereotypes – though often treated as harmless, flattering and innocuous – may represent an especially insidious means of promoting antiquated beliefs about social groups. Specifically, across four studies (and one replication), the authors demonstrate that exposure to positive stereotypes towards African Americans (i.e., they are superior athletes) are at once both especially unlikely to arouse skepticism and emotional vigilance while also especially likely to produce antiquated and harmful beliefs towards members of the target group (compared to both baseline conditions and exposure to negative stereotypes), including beliefs in the biological (or “natural”) underpinnings of group differences and, ironically, the application of negative stereotypes.     

Developing Norms of Argumentation: Metacognitive,Epistemological, and Social Dimensions of Developing Argumentive Competence

We examine how extended engagement in argumentation with peers leads to enhanced metalevel understanding of argumentive discourse. Following such engagement, young adolescents demonstrated enhanced understanding of counterargument and use of evidence as objectives of skilled argumentation, relative to a nonparticipating comparison group. Among the participating group, analysis of metatalk (talk about the discourse, distinguished from talk about the topic) during electronic peer dialogs proved revealing regarding participants’ evolving awareness of and adherence to discourse norms. Metatalk became more reciprocal and sustained with time and revealed an increasing focus on the argumentation process and engagement in talk that seeks to direct it. Implications are considered for understanding and studying argumentation as a social practice that encompasses not only individual skills but also the less visible norms that govern it and that members of a social group come to share.     

The effects of team strategic orientation on team process and information search

We tested the effects of team strategic orientation on team member perceptions, work strategy and information search. In Experiment 1, 80 teams worked on a hidden profile decision-making task. A defensive team strategic orientation increased members’ perceptions of the problem’s scope, leading to a more process-focused work strategy and broader information search compared to an offensive team strategic orientation. When teams needed critical information from the environment, defensive teams outperformed offensive teams; offensive teams performed better when critical information resided within the team. In Experiment 2, these findings were replicated with 92 teams performing a different decision task. When making a second decision, half of the teams were led to change their strategic orientation; teams shifting from offense to defense altered their information search behavior more readily than did teams shifting in the opposite direction, suggesting an asymmetric adaptation effect.