Die therapeutische Beziehung

The therapeutic relationship is deserving of special consideration. Both knowledge of the widely varying aspects of proposals in terms of possible relationship regulation and acquisition of the different forms of therapeutic relationship management are crucial for therapeutic success. Impact factors are used in the psychotherapeutic process (resource activation, problem activation, problem identification and problem solving), which are predominantly used in rapid succession or even simultaneously. This is also true of the relationship proposals intended and deployed by the therapist, which can also be conceptualised on the basis of impact factors. It has been shown that a single relationship quality can have very different mechanisms of action (e.g. on problem updating and identification). Successful therapeutic relationship regulation is characterized by high flexibility on the part of the therapist, who is able to move between the poles of understanding/confirmation, guidance/support and leadership/control. A good therapeutic relationship in terms of effecting an improvement in the patient is characterized according to the therapist’s flexibility as regards what he/she can offer in the relationship, a flexibility which can no longer be squarely attributed to one therapy discipline alone. In order to take the significance of the therapeutic relationship into account, the training and specific skills required for this need to be taught during training and supervision. A prerequisite to this, in addition to a sound theoretical training in the relevant aspects of relationship regulation, is relationship regulation skills in terms of both concept and own practical experience.     

Power increases the self-serving bias in the attribution of collective successes and failures

Three studies test the effect of power on the self-serving bias in attributing collective outcomes. The first two studies measure (Experiment 1) and manipulate (Experiment 2) power and then measure the internal (vs. external) attribution of past successes and failures. Consistently, those who feel powerful show a stronger self-serving tendency to selectively attribute successes internally and failures externally than those who feel powerless. Experiment 3 compares the effects of power (control over others) and personal control (over oneself). We find that power increases the self-serving bias, but a lack of control can limit this effect by reducing the external attribution of failures. Presumably, people who lack control are disinclined to attribute outcomes—including failures—externally because doing so would further aggravate their lack of control. Together, these results suggest that power increases a bias in the attribution of success and failure and thus presents a fundamental challenge to good leadership.     

Illegitimacy moderates the effects of power on approach

A wealth of research has found that power leads to behavioral approach and action. Four experiments demonstrate that this link between power and approach is broken when the power relationship is illegitimate. When power was primed to be legitimate or when power positions were assigned legitimately, the powerful demonstrated more approach than the powerless. However, when power was experienced as illegitimate, the powerless displayed as much approach as, or even more approach than, the powerful. This moderating effect of legitimacy occurred regardless of whether power and legitimacy were manipulated through experiential primes, semantic primes, or role manipulations. It held true for behavioral approach (Experiment 1) and two effects associated with it: the propensity to negotiate (Experiment 2) and risk preferences (Experiments 3 and 4). These findings demonstrate that how power is conceptualized, acquired, and wielded determines its psychological consequences and add insight into not only when but also why power leads to approach.     

Power increases infidelity among men and women

Data from a large survey of 1,561 professionals were used to examine the relationship between power and infidelity and the process underlying this relationship. Results showed that elevated power is positively associated with infidelity because power increases confidence in the ability to attract partners. This association was found for both actual infidelity and intentions to engage in infidelity in the future. Gender did not moderate these results: The relationship between power and infidelity was the same for women as for men, and for the same reason. These findings suggest that the common assumption (and often-found effect) that women are less likely than men to engage in infidelity is, at least partially, a reflection of traditional gender-based differences in power that exist in society.     

Retracted: Racist biases in legal decisions are reduced by a justice focus

Six studies investigate whether the effect of racist biases on judges' legal decisions on minority defendants is reduced by a “justice focus.” Given that people associate legal decision‐making with the need to do so in a colorblind manner, a justice focus blocks the effect of racist biases on legal decisions. Experiment 1 shows that explicit instructions to adopt a justice goal decrease biases. Experiment 2 shows that a primed justice focus also decreases biases. Experiments 3a and 3b show the role of pre‐existing legal expertise, which makes people more susceptible a justice goal. Experiments 4a and 4b apply these findings by studying the role of a justice focus among professional courtroom judges. Together, these results demonstrate the importance of a justice focus in preventing racist biases in legal decision‐making. Importantly, a justice focus is a necessary but no sufficient condition for the colorblind administration of justice. Copyright © 2010 John Wiley & Sons, Ltd.