Academic Centrarchy: a Political System of Governing Education and Technology

Journal of Academic Ethics - This article relies on two international projects to argue for the existence of a ‘centrarchy’ in the fields of education and technology (and beyond)....     

The importance of laughing in your face: influences of visual laughter on auditory laughter perception

Hearing the sound of laughter is important for social communication, but processes contributing to the audibility of laughter remain to be determined. Production of laughter resembles production of speech in that both involve visible facial movements accompanying socially significant auditory signals. However, while it is known that speech is more audible when the facial movements producing the speech sound can be seen, similar visual enhancement of the audibility of laughter remains unknown. To address this issue, spontaneously occurring laughter was edited to produce stimuli comprising visual laughter, auditory laughter, visual and auditory laughter combined, and no laughter at all (either visual or auditory), all presented in four levels of background noise. Visual laughter and no-laughter stimuli produced very few reports of auditory laughter. However, visual laughter consistently made auditory laughter more audible, compared to the same auditory signal presented without visual laughter, resembling findings reported previously for speech.     

To Apologize or Justify: Leader Responses to Task and Relational Mistakes

Abstract

Leadership roles are complex, creating an environment where leaders are likely to make mistakes that result in negative outcomes. We shift the conversation in the literature from examining the effectiveness of mistake responses toward exploring why leaders use different mistake recovery methods. We employ an online experimental method to distinguish between task and relationship mistakes for leaders and suggest that different attributions are made for these two types of mistakes (Study 1). We found that task mistakes are viewed by leaders as more specific and less personal, and that relationship mistakes are viewed as more global, describing the leader’s stable characteristics rather than a specific event. From these findings, we predict that leaders are more likely to apologize for task mistakes and are more likely to justify their relationship mistakes rather than admit wrongdoing for them. We find support for these predictions using a mixed methods approach, employing a laboratory experiment (Study 2) and a critical incident method surveying a panel of leaders (Study 3). As such, this paper extends our understanding of the mistake recovery process for leaders by demonstrating that 1) leaders’ relationship mistakes are viewed as more globally representative of the leader than task mistakes, and 2) leaders are more likely to apologize for task mistakes but more likely to justify relationship mistakes. Relational and task mistakes, however, were not found to be different in regard to their ambiguity or the extent to which they were viewed as a mistake.     

Factors that Influence Chaplains’ Suicide Intervention Behavior in the Army

We surveyed 868 Army chaplains and 410 chaplain assistants (CAs) about their role in identifying, caring for, and referring soldiers at risk of suicide to behavioral health care. We applied structural equation modeling to identify how behaviors and attitudes related to intervention behavior. In both samples, reluctance and stigma were related to intervention behaviors; efficacy was correlated with intervention behaviors only among chaplains. Training was associated with increased efficacy and lower levels of stigma among chaplains. Improved training may be warranted, but research needs to identify why chaplains and CAs are reluctant to refer soldiers in distress to behavioral health care.