ILLUSTRATING FEMINIST THEORY

Feminist theory holds that many of the pathological behaviors observed in patients result from their position in the social hierarchy. The goals of the demonstration detailed in this article are to show the impact of current gender roles on the psychological well-being of women and men and to generate understanding and discussion of the problems that relative status can create in the therapeutic relationship. This teaching demonstration draws parallels between the Zimbardo (1971) prison experiment and the impact that assignment to low-and high-power roles can have on the psychological health of women and men. Students are asked to rate men and women on some of the diagnostic criteria that the Diagnostic and Statistical Manual of Mental Disorders (American Psychiatric Association, 1994) associates with Axis I and II diagnoses. The students watch a video of Zimbardo's prison study and then rate the prisoners and guards. This demonstration provides another explanation for gender patterns in psychopathology by demonstrating that psychologically healthy White males will develop different patterns of psychopathology depending on whether they are placed in a dominant or subordinate role. When placed in the subordinate role, they exhibit behaviors typically seen in women clients; when placed in a dominant role they exhibit behaviors commonly associated with male clients. This exercise demonstrates the unhealthy nature of the gender roles for both women and men.     

Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Whether people compete or cooperate with each other has consequences for their own performance and that of organizations. To explain why people compete or cooperate, previous research has focused on two main factors: situational outcome structures and personality types. Here, we propose that—above and beyond these two factors—situational cues, such as the format in which people receive feedback, strongly affect whether they act competitively, cooperatively, or individualistically. Results of a laboratory experiment support our theorizing: After receiving ranking feedback, both students and experienced managers treated group situations with cooperative outcome structures as competitive and were in consequence willing to forgo guaranteed financial gains to pursue a—financially irrelevant—better rank. Conversely, in dilemma situations, feedback based on the joint group outcome led to more cooperation than ranking feedback. Our study contributes to research on competition, cooperation, interdependence theory, forced ranking, and the design of information environments.