Asymmetric processing of lexical tonal contrast in Swedish

Languages such as Swedish use suprasegmental information such as tone, over and above segments, to mark lexical contrast. Theories differ with respect to the abstractness and specification of tone in the mental lexicon. In a forced choice task, we tested Swedish listeners’ responses to words with segmentally identical first syllables differing in tonal contours (characterized as Accents 1 and 2). We assumed Accent 1 to be lexically specified for a subset of words and hypothesized that this specification would speed up word accent identification. As was predicted, listeners were fastest in choosing the tonally correct word when the accent was lexically specified. We conclude that the processing of surface tonal contours is governed by their underlying lexical structure with tonal specification.     

Getting stuck or stepping back: Effects of obstacles and construal level in the negotiation of creative solutions

Difficult issues in negotiation act as interfering forces but their effects on negotiation processes and outcomes are unclear. Perhaps facing such obstacles leads individuals to take a step back, attend to the big picture and, therefore, to be able to craft creative, mutually beneficial solutions. Alternatively, facing obstacles may lead negotiators to focus narrowly on the obstacle issue, so that they no longer consider issues simultaneously, and forego the possibility to reach high quality, integrative agreements. Three experiments involving face-to-face negotiation support the “getting stuck” hypothesis, but only when negotiators are in a local processing mode and not when they are in a global processing mode. Implications for the art and science of negotiation, and for construal level theory, are discussed.     

Bridging faultlines by valuing diversity: diversity beliefs, information elaboration, and performance in diverse work groups

Although there are numerous potential benefits to diversity in work groups, converging dimensions of diversity often prevent groups from exploiting this potential. In a study of heterogeneous decision-making groups, the authors examined whether the disruptive effects of diversity faultlines can be overcome by convincing groups of the value of diversity. Groups were persuaded either of the value of diversity or the value of similarity for group performance, and they were provided with either homogeneous or heterogeneous information. As expected, informationally diverse groups performed better when they held pro-diversity rather than pro-similarity beliefs, whereas the performance of informationally homogeneous groups was unaffected by diversity beliefs. This effect was mediated by group-level information elaboration. Implications for diversity management in organizations are discussed.     

Time pressure and closing of the mind in negotiation

Research on time pressure (TP) in negotiation has considered strategic choice (demands and concession making) but largely ignored information processing. Based on Lay Epistemic Theory ([Kruglanski, 1989]) it is hypothesized that TP reduces motivation to process information systematically, and the time needed to negotiate an agreement, and that it produces greater reliance on cognitive heuristics when placing demands, and less integrative agreements. Two studies revealed that effects of time constraint on information processing in negotiation were due to higher need for cognitive closure under high TP. Study 1 also showed that negotiators use stereotypes about the opponent as a heuristic cue more under high rather than low TP. Study 2 revealed that negotiators under high TP were less likely to revise their unfounded fixed-pie perceptions during negotiation and, therefore, reached less integrative agreements. Implications for motivated information processing in negotiation are discussed.     

The influence of power on the information search, impression formation, and demands in negotiation

Based on work by Fiske (1992), we argue that power differences influence information search strategies during negotiation. Experiment 1 showed that negotiators with less power ask more diagnostic than leading questions, and more belief-congruent than incongruent questions, when facing a competitive rather than cooperative partner. Experiment 2 suggested that this result was caused by stronger accuracy and impression motivation among less powerful negotiators. Experiment 3 showed that belief-congruent rather than incongruent questions produce more positive impressions during negotiation. And when less powerful negotiators are asked leading questions about their willingness to cooperate (compete), they responded with lower (higher) demands. The results are discussed in terms of a motivated information-processing model of negotiation.     

Motivation Gains in Computer‐Supported Groups1

One challenge in computer‐supported groups is the maintenance of high performance motivation of group members because face‐to‐face interaction and social control are restricted. Based on research on the Kohler effect (Hertel, Kerr, & Messe, 2000), we expected high motivation of group members when their individual effort is highly instrumental for the group's success. First, a task paradigm was developed and validated to measure motivation in a computer task. Then, this paradigm was used to explore group members’ motivation in computer‐supported dyads without face‐to‐face contact. Consistent with our expectations, motivation (and performance) of the group members was high and even exceeded the baseline of individual work (thus revealing motivation gains) when the individual's contribution was highly instrumental for the dyad's success (i.e., weaker coworker under conjunctive task demand). When instrumentality was low (i.e., weaker coworker under additive task demand), inconclusive results were obtained. Overall, the results demonstrate that motivation gains can be produced in computer‐supported dyads, even without face‐to‐face interaction.     

What we want to do versus what we think we should do: an empirical investigation of intrapersonal conflict

People often feel torn between what they want to do and what they believe they should do. As a result, they experience intrapersonal conflict. For example, people know that they should avoid credit card debt, but they want to splurge on just one more purchase. Following Loewenstein's ( 1996 ) temporal perspective to understanding internal conflict and inconsistency, we offer three studies that empirically demonstrate (1) a distinction between the want self and the should self, (2) that behavior is more closely linked to the want self, (3) that the want self is the self that is temporally inconsistent, and (4) that adopting a want versus should perspective can have a significant impact on actual behavior. Copyright © 2002 John Wiley & Sons, Ltd.     

Personal and parents’ life stories in patients with borderline personality disorder

Patients with borderline personality disorder (BPD) display disturbances in understanding self and others. We examined whether these disturbances extended to how patients described their personal and parents’ life stories and to measures of identity, alexithymia, empathy, and emotional intelligence. Thirty BPD patients and 30 matched control participants described personal and parents’ life stories and completed measures of identity disturbance, alexithymia, empathy, and emotional intelligence. Compared to the controls, patients with BPD described their personal and their parents’ life stories more negatively and with fewer themes of agency and communion fulfillment. Patients and controls showed equally complex reasoning about their personal life stories, but patients displayed less complexity and more self‐other confusion, when reasoning about their parents’ stories. Patients also differed from controls on identity disturbance, alexithymia, and empathy. The results suggest that patients’ storied understanding of themselves and others are disturbed and should be taken into account to better understand BPD.     

To believe or not to believe? The joint impact of faultlines and pro-diversity beliefs on diplomats’ performance

Diversity faultlines can have a detrimental impact on team performance. To test whether this impact depends on leaders’ and members’ pro-diversity beliefs, we examined 41 leaders and 219 members of teams working for the German Ministry of Foreign Affairs. Findings indicated that the negative impact of diversity faultlines on team performance was weakest when leaders and members held strong pro-diversity beliefs. However, we did not find support for the assumed two-way interactions between faultline strength and leaders’ or members’ pro-diversity beliefs or the mediating effect of Leader-Member Exchange. Our results highlight the joint impact of leaders’ and members’ pro-diversity beliefs for attenuating the negative consequences of diversity faultlines on team performance.     

Take a break! or not? The impact of mindsets during breaks on negotiation processes and outcomes

In the current research, we investigate the effects of breaks—temporary recesses in which participants stop interacting and withdraw from the situation—on negotiation processes and outcomes. We conducted two laboratory experiments in which participants engaged in buyer-seller negotiations. Experiment 1 (N = 140) showed that dyads reached higher-quality agreements after a break in which they were cognitively busy with a distraction task than after a break in which they could reflect upon the negotiation. Experiment 2 (N = 76) showed that competitive thinking during a break lead to lower-quality agreements than cooperative thinking during the break. It seems that the negative effects of competitive thoughts during a break can be compensated by turning one’s mind to other issues than the negotiation, or by actively engaging in cooperative thinking.