The effectiveness of short-format refutational fact-checks

Fact-checking has become an important feature of the modern media landscape. However, it is unclear what the most effective format of fact-checks is. Some have argued that simple retractions that repeat a false claim and tag it as false may backfire because they boost the claim's familiarity. More detailed refutations may provide a more promising approach, but may not be feasible under the severe space constraints associated with social-media communication. In two experiments, we tested whether (1) simple ‘false-tag’ retractions can indeed be ineffective or harmful; and (2) short-format (140-character) refutations are more effective than simple retractions. Regarding (1), simple retractions reduced belief in false claims, and we found no evidence for a familiarity-driven backfire effect. Regarding (2), short-format refutations were found to be more effective than simple retractions after a 1-week delay but not a one-day delay. At both delays, however, they were associated with reduced misinformation-congruent reasoning.     

Approaching Heidegger’s History of Being Through the Black Notebooks

ABSTRACT

This essay explores the importance of the Black Notebooks (GA 94-99) beyond their contribution to Heidegger’s political biography. While attention has up to now focused almost exclusively on other matters, the Black Notebooks offer new perspectives on Heidegger’s writings from the 1930s and 1940s, and beyond. The essay argues, that any reading of Heidegger’s later work that tries to ignore the question for the History of Being, as it moves from a consideration of the Meaning of Being to the History of Being, is doomed to misunderstand the whole of Heidegger’s thought. Therefore, if one wants to mobilize Heidegger’s thinking as a response to the great questions of our age, which this essay identifies as those of Global Warming, Globalisation, Nihilism and the Nightmare of the Manipulated Human Being, then one needs to force the question of history as the central problem underlying any future potentiality of Heidegger's philosophical impact.     

A novel theory on the predictive value of variation in the β-endorphin system on the risk and severity of PTSD

ABSTRACT

Despite growing interest in genetic and psychosocial indicators of heightened susceptibility to posttraumatic stress disorder (PTSD), a predictive model, which explains why some individuals develop PTSD in response to life-threatening traumatic events, while others, when faced with the same or similar experiences, do not, has thus far remained out of reach. In this paper, we review the literature on gene–environment interactions in β-endorphin system functioning with regard to PTSD and suggest that variation, both genetic and with regard to environmental stimuli, in systems which, like the β-endorphin system, distort human perception of life-threatening traumatic experiences may account for some of the variance in resilience to the disorder. Given the role of β-endorphin in both social connections and physical exercise, this becomes especially relevant with regard to military selection, training, and leadership processes.     

Social Identity and Corporate Mergers

Corporate mergers require proper human resources management to reach their financial and strategic objectives and minimize negative consequences for employee well‐being. Understanding the antecedents of employees’ identification with the merged organization during the corporate merger is crucial, because stronger post‐merger identification results in less conflict and higher levels of motivation. Unfortunately, employees often identify more strongly with their pre‐merger organizations than with the merged organization. One influential approach to understanding the processes underlying organizational identification is the social identity approach ( Tajfel & Turner, 1986 ; Turner, Hogg, Oakes, Reicher, & Wetherell, 1987 ). Research applying this perspective to organizational mergers shows that levels of identification with the merged organization are partly explained by status and dominance differences of the involved organizations, by motivational threats and uncertainties during the merger, and by the representation of the post‐merger identity. Leaders and managers of corporate mergers are able to influence these processes and, thus, to provide a path for successful merger integration.