Looking on the bright side: downward counterfactual thinking in response to negative life events

Past research has found that downward counterfactual thoughts are rarely generated in response to negative life events. However, the authors suggest that under conditions in which self-enhancement motives are prominent, downward counterfactuals will be more frequent than upward counterfactuals. When motives were explicitly manipulated (Study 1), people generated more downward counterfactuals in the self-enhancement than in the self-improvement and control conditions. In Study 2, among those chronically more motivated to self-enhance (i.e., European Canadians), a manipulation of event severity led to the generation of more downward than upward counterfactuals. This finding was mediated by the desire for self-enhancement. In Study 3, cultural background and the opportunity for self-affirmation were related to the generation of downward counterfactuals in expected ways. Implications of these findings are discussed.     

Physicians in literature: Emotional approaches to patients

As evidenced in literature, physicians vary in their emotional devotion to patients. John Steinbeck's physicians are aloof. The doctors of William Carlos Williams and Richard Selzer form strong, complicated, emotional attachments to their patients. These attachments allow them to live fuller, more sensuous lives, without interfering with their proper functioning as healthcare providers. F. Scott Fitzgerald's Dr. Diver overly commits himself to a patient and suffers the consequences. The present-day physician can help modulate his own emotional connections to patients by examining these literary models.     

Knowing what to remember and forget: A developmental study of cue memory in intentional forgetting

These experiments are the first to investigate children’s encoding and use of information about a memory cue in Bjork’s (1972) intentional forgetting task. In Experiment 1, children in Grades 2, 4, and 6 and college students were given cues to either remember or forget after the presentation of each picture. Recall and recognition tests of pictures and cues followed. The procedure in Experiment 2 was identical to that in Experiment 1 except that the list of presentation pictures was altered for some children (Grades 3 and 4) and adolescents (Grades 8 and 9) so that remember and forget cues were associated with particular taxonomic categories. In Experiment 3, the testing component was modified so that children (Grades 2, 3, and 4) and college students were asked to recall only the cue associated with each picture. The results indicated that (1) children as young as second graders encode the cue associated with each picture, although to a lesser extent than do college students, (2) much improvement in intentional forgetting is still occurring during adolescence, (3) only adults adequately cluster their recall by cue, (4) associating remember and forget cues with items from different categories does not increase the differentiation between cues, and (5) eliminating picture recall and recognition has minimal effects on the magnitude of cue judgments. These results suggest that children’s difficulties on intentional forgetting tasks stem, at least in part, from their poorer encoding of information about whether an item should be remembered or forgotten.     

Learning considered within a cultural context. Confucian and Socratic approaches

A Confucian-Socratic framework is used to analyze culture's influence on academic learning. Socrates, a Western exemplar, valued private and public questioning of widely accepted knowledge and expected students to evaluate others' beliefs and to generate and express their own hypotheses. Confucius, an Eastern exemplar, valued effortful, respectful, and pragmatic acquisition of essential knowledge as well as behavioral reform. Expressions of these approaches in modern postsecondary contexts are discussed, as are the effects these approaches may have for students who either fit or do not fit the cultural ideal.     

Divergent consequences of success and failure in japan and north america: an investigation of self-improving motivations and malleable selves

Self-enhancing and self-improving motivations were investigated across cultures. Replicating past research, North Americans who failed on a task persisted less on a follow-up task than those who succeeded. In contrast, Japanese who failed persisted more than those who succeeded. The Japanese pattern is evidence for a self-improving orientation: Failures highlight where corrective efforts are needed. Japanese who failed also enhanced the importance and the diagnosticity of the task compared with those who succeeded, whereas North Americans did the opposite. Study 2 revealed that self-improving motivations are specific to the tasks on which one receives feedback. Study 3 unpackaged the cultural differences by demonstrating that they are due, at least in part, to divergent lay theories regarding the utility of effort. Study 4 addressed the problem of comparing cultures on subjective Likert scales and replicated the findings with a different measure.     

Leader–member exchange and turnover before and after succession events

We conducted two studies that investigated the role of leadership succession as a moderator of the relationship between LMX and turnover in organizations. In a sample of 330 employees in 45 veterinary hospitals, high-LMX employees were less likely to leave the organization prior to a succession event but in nine hospitals that experienced a succession event, high-LMX employees were more likely to leave than low-LMX employees following the event. In the second study, we used a between subjects repeated measures simulation of leadership succession in a survey of 496 employed adults across different organizations. We found LMX is predictive of affective and cognitive reactions to succession events, and that these reactions mediate the relationship between LMX and turnover intentions after a simulated succession event. We discuss the implications of finding that succession events can be disruptive to organizations and groups because high-LMX employees may subsequently leave.     

Subject Index

Subject Index

Subject Index