Dynamic valuation: Preference changes in the context of face-to-face negotiation

This experiment examines the dynamics of preference change in the context of face-to-face negotiation. Participants playing the role of “student” or “financial aid officer” exchanged proposals regarding the terms of a student loan. Consistent with dissonance theory, participants increased their liking for proposals they offered and/or ultimately accepted. The reactance theory prediction that participants would devalue proposals received from their opponents was confirmed for loan officers, but not for students. A pair of experimental manipulations involving the pre-rating of proposals and/or the opportunity for participants to engage in a brief discussion period prior to the initial exchange of offers mediated these effects, and influenced subsequent rates of agreement. Underlying attributional mechanisms and the implications of these findings for facilitating agreements are discussed.     

New perspectives on binding in visual working memory

How does visual working memory (WM) store the binding between different features of a visual object (like colour, orientation, and location), and does memorizing these bindings require additional resources beyond memorizing individual features? These questions have traditionally been addressed by comparing performance across different types of change detection task. More recently, experimental tasks such as analogue (cued) recall, combined with analysis methods including Bayesian hypothesis testing and formal model comparison, have shed new light on the properties of WM. A significant new perspective is that noise in neural representation limits the precision of recall, and several recent models incorporate this view to account for failures of binding in WM. We review the literature on feature binding with a focus on these new developments and discuss their implications for the interpretation of classical findings.     

Positive Group Affective Tone and Team Creative Performance and Change‐Oriented Organizational Citizenship Behavior: A Moderated Mediation Model

Despite the vast amount of research on creativity and organizational citizenship behavior (OCB), little knowledge has been accumulated with respect to underlying mechanisms and boundary conditions affecting team creative performance and change OCB. To fill this research gap, this study aims at proposing and testing a moderated mediation model that delineates the relationships among positive group affective tone (PGAT), team reflexivity, team leader transformational leadership, team creative performance, and team change OCB. As hypothesized, PGAT was positively associated with team reflexivity, which in turn significantly predicted team creative performance and change OCB. In addition, the relationship between PGAT and team reflexivity and the indirect effects of PGAT on team creative performance and change OCB through team reflexivity were more pronounced when team leader transformational leadership was high than when it was low. These findings were validated in a post hoc analysis that compared the proposed moderated mediation model with alternative models.     

Attracting Our Future into Being–the Syntony Quest

This article explores a new perception of causality and time. It is proposed that our present is not the result of our past; instead it emerges from our futures. The intention to bring into being a world and future where all of us can thrive has been shared by numerous people. Yet despite these intentions, we have not yet been able to effectuate the deeper transformational change required for bringing this forth at the pace and scale now required. This article offers the quintessence of this quest, to liberate our focus from our entrapment within the systems we defined.     

MERE SCIENCE: MAPPING THE LAND BRIDGE BETWEEN EMOTION,POLITICS, AND ETHICS

Lisa Sideris's Consecrating Science: Wonder, Knowledge, and the Natural World (2017) proposes that the call by some science advocates for a new moral framework based on scientific wonder is flawed. Sideris develops a typology of “wonder” with two separate affective axes: “true wonder” that is the prerogative of a sort of dwelling with the overwhelming mystery of life, and “curiosity” that presses to resolve puzzles and break through into a space of total clarity. The former, Sideris writes, is an ethical resource that, by placing the human self against the backdrop of the unknowable cosmic expanse, prompts humility and genuine admiration for nature. The latter is the theater of “mere science.” This essay follows suit with Sideris's line of questioning, but also pushes back on the correlation of wonder with ethical attentiveness and proposes ways that science in its puzzle‐solving mode can be brought back into the ethical conversation.     

Telling stories to communicate the value of the pre‐employment structured job interview

In an effort to bridge the scientist–practitioner gap in the employee selection, some researchers have advocated telling stories to better communicate the value of evidence‐based hiring practices to human resource (HR) professionals. In this paper, we conducted two experiments that examine the efficacy of storytelling for overcoming managers’ resistance to use structured job interviews. In two experiments, we found that participants who read a story regarding the effectiveness of structured interviews, as opposed to receiving evidence‐based advice, reported more favorable attitudes toward structured job interviews. Serial mediation analysis revealed that the observed attitude change was mediated by an increase in narrative transportation and reduction in counterarguing. Implications for using stories in communicating the value of evidence‐based HR practices are discussed.     

The Disappearance of Change: Towards a Process Account of Persistence

This paper aims to motivate a new beginning in metaphysical thinking about persistence by drawing attention to the disappearance of change in current accounts of persistence. I defend the claim that the debate is stuck in a dilemma which results from neglecting the constructive role of change for persistence. Neither of the two main competing views, perdurantism and endurantism, captures the idea of persistence as an identity through time. I identify the fundamental ontological reasons for this, namely the shared commitment to what I call ‘thing ontology’: an ontology that gives the ontological priority to static things. I conclude by briefly indicating how switching to a process ontological framework that takes process and change to be ontologically primary may allow for overcoming the dilemma of persistence.     

The effect of multiple negative,neutral, and positive organizational changes

Organizational change research has largely concluded that employees appraise changes in their workplace negatively and thus respond negatively to greater amounts of change. However, whether this conclusion is warranted remains unclear because previous research has examined single workplace changes in isolation or asked employees to make a global assessment of the changing nature of their workplace. Researchers have not had the means to capture the number of changes employees experience or their appraisals of the many different changes occurring in their workplace. In this study, we developed and validated the Quantity of Change Scale (QCS) to provide a more nuanced understanding of employees’ appraisals of their changing workplace. We found that the negative changes employees experience disproportionately influenced their reactions to the changing work environment. However, we also demonstrated that contrary to popular belief, employees appraised fewer changes as negative than as positive or neutral. Together these findings provide new insight into why assessments of employees’ general reactions to workplace change tend to be negative. We discuss the theoretical and practical implications of our empirical examination of employees’ appraisals of the many changes in their workplace.