Modulation of the leniency bias in the discursive dilemma

We experimentally approach the discursive dilemma to gain insight into people's procedural appropriateness judgments. We relied on a vignette in which three people had formed opinions about two skills (premises) of a candidate to decide whether to hire her/him (conclusion). The dilemma arises when different outcomes (hire vs. not hire) are achieved depending on whether the majority opinion is independently considered for each premise or for the global conclusion of each judge. Participants were asked to choose the procedure they thought to be more appropriate to reach a decision. In Experiment 1, we found a leniency effect (a bias to prefer the aggregation procedure that led to hiring the candidate), which was reduced by introducing the participant as a juror with an exogenously provided negative opinion about the candidate's skills. In Experiment 2, we replicated the opinion effect, even when subjects did not participate as jury members. In Experiment 3, we found that the leniency bias was only reduced when participants' negative opinion was aligned with a majority of negative premises, but not with a majority of negative conclusions. We discuss present findings in terms of the identification of empirical regularities that may affect people's procedural legitimacy judgments.     

The Impact of Group Norms and Generalization of Risks across Groups on Judgments of War Behavior

This paper investigates the effects of war experiences across three different levels (individuals, groups, and contexts) on moral judgments related to violations of humanitarian norms. Competing hypotheses derived from different theoretical perspectives are empirically evaluated. Social psychological studies of war traditionally highlight a reversal of morality and group norms justifying violence against outgroups. Rationalistic models insist on the importance of realistic costs on the choice of individuals. As a complement to these traditions, we suggest that situations in which risks are generalized across group boundaries tend to provoke a strengthening of principles, such as humanitarian norms, that enable the protection of the material and symbolic integrity of a community. Multilevel analyses of the international People on War survey dataset (N = 8,121) show that support for the ingroup's struggle, at both individual and group levels, predicts stronger justification of violence. Simultaneously, at the context level, generalization of war‐related risks predicts stronger condemnation of violations of humanitarian principles. These findings are consistent with a collective vulnerability model and, only in part, with the intractable conflict model.     

Crossing the Picket Line: A Brief Faculty Memoir of the Historic University of Bridgeport Strike

This memoir provides the personal story of a tenured poet who initially walked the picket line during the 1990 University of Bridgeport faculty strike. During the strike's second week, he made the difficult decision to cross the picket line of a union he helped create seventeen years earlier. He continually relives his strike experience.     

UB's Militant Union History: An Informed Participant and Labor Relations Specialist's Perspective

The AAUP faculty union, established in 1973 on the University of Bridgeport campus, followed a policy of maximum militancy. Typically, this strategy was met by an ad hoc and often poorly informed administrative response, and ended in the bitter two-year faculty strike of 1990–1992. The absence of a coherent union relations strategy on the administration's part and a pattern of militant confrontation wherein the union almost always prevailed virtually guaranteed such an outcome.     

Power Dynamics between Administrators and Faculty on a Unionized Campus: A Case Study

This article offers a case study of labor relations in a higher education setting. The University of Bridgeport's faculty union was certified in May 1973 and decertified in August 1992. Contract negotiation disputes centered on shared governance, managing faculty reductions during a time of inflation and declining enrollments, and determining fair wages. The private university experienced four faculty strikes, culminating in a two-year faculty strike – the longest in U.S. higher education history. The university was also the first institution of higher education in the United States to hire permanent replacement faculty during a strike. In 1990, leaders of the locked-out striking faculty unsuccessfully lobbied for a state government takeover of the nearly bankrupt university. The case study highlights a plethora of complex ethical issues faced by administrators, faculty, and unions during times of economic decline.     

From Moment to Movement: Empowerment and Resilience as a Framework for Collective Action in Hong Kong

The Transconceptual Model of Empowerment and Resilience (American Journal of Community Psychology, 52, 2013, 333) suggests that a set of resilience and empowerment resources fuel both initial and sustained participation in collective action. Using the case study of a prodemocracy movement in Hong Kong, the present study focused on the subset of those resources that are relevant in ongoing collective action: efficacy, skills, and maintenance. As individuals possess varying combinations of these resources, the present study utilized latent profile analysis to test how patterns of empowerment and resilience resources influence initial and long‐term collective action. Five groups were identified: (a) Uncommitted/Uninspired; (b) Committed to Status Quo; (c) Mainstream Populist; (d) Empowered; and (e) Ambivalent. ANOVA and ANCOVA analyses found that there are significant group differences in initial and long‐term participation. Groups with higher level of resources reported greater levels of initial participation than their counterparts; however, high resource groups did not uniformly report greater levels of intention to participate in future collective action. Of the maintenance processes tested, collective identity emerged as a particularly important predictor differentiating initial and sustained participation. Findings from the present study raise questions about how individuals with multiple identities can come together and participate in collective action.     

Out of sight,out of mind: racial retrieval cues increase the accessibility of social justice concepts

Photographs provide critical retrieval cues for personal remembering, but few studies have considered this phenomenon at the collective level. In this research, we examined the psychological consequences of visual attention to the presence (or absence) of racially charged retrieval cues within American racial segregation photographs. We hypothesised that attention to racial retrieval cues embedded in historical photographs would increase social justice concept accessibility. In Study 1, we recorded gaze patterns with an eye-tracker among participants viewing images that contained racial retrieval cues or were digitally manipulated to remove them. In Study 2, we manipulated participants’ gaze behaviour by either directing visual attention toward racial retrieval cues, away from racial retrieval cues, or directing attention within photographs where racial retrieval cues were missing. Across Studies 1 and 2, visual attention to racial retrieval cues in photographs documenting historical segregation predicted social justice concept accessibility.     

Collective efficacy and vigilant problem solving in group decision making: A non-linear model

This research explores the relationship between collective efficacy and aspects of analytic or vigilant problem solving (Janis, 1989) in the context of group decision making. We hypothesized that vigilant problem solving would be most evident under conditions of relatively moderate collective efficacy, as opposed to either very high or very low collective efficacy. We investigated this hypothesis with groups of business students who participated in a complex business strategy simulation. Results show a significant curvilinear relationship between collective efficacy and vigilant problem solving, and a significant linear relationship between vigilant problem solving and decision outcomes. There is also evidence that vigilant problem solving mediates the relationship between collective efficacy and decision outcomes. Implications for theory, managerial practice, and directions for future research are discussed.     

What do the TOSCA guilt and shame scales really measure: Affect or action?

Psychologists have long used the Test of Self-Conscious Affect (TOSCA) as an instrument for empirically distinguishing between trait emotions of guilt and shame. Recent assessments of the internal structure of the TOSCA guilt scale suggest that it may not measure the experience of guilt, but rather motivation to make amends for personal wrongdoing. In contrast, TOSCA shame may better assess the tendency to experience negative self-conscious affect. Previous research did not take into account that TOSCA guilt theoretically should only predict emotions in a situation of wrongdoing; we put this idea to the test in two studies. Experimental, but not control, participants received believable feedback that they had shown involuntary prejudice towards a member of a minority group. In both studies TOSCA guilt predicted reparative action after feedback was given, including expressing non-prejudiced views and recommending financial compensation to the minority group. However, TOSCA guilt had no relationship with feelings of guilt or shame after expressing prejudice. In contrast, TOSCA shame was a better predictor of feelings of guilt, shame and other self-critical emotions, but did not predict compensatory action. These findings suggest motivation rather than emotion as a mechanism behind past findings involving TOSCA guilt.