Recognising relations: What can be learned from considering complexity

Analogy is an important cognitive process that has been researched extensively. Functional accounts of it typically involve at least four stages of processing (access, mapping, transfer, and evaluation); however, these accounts take the way in which the base analogue is understood, along with its relational structure, for granted. The goal of this paper is to open up a discussion about how this process (which we will call “relational recognition”) may occur. To this end, this paper describes two experiments that vary the level of relational complexity across exemplars. It was found that relational recognition tasks benefit from increased complexity, while mapping tasks suffer from it.     

Group mate absence,dissimilarity, and individual absence: Another look at “monkey see,monkey do”

In this study, we examined whether the alignment of individual and group absence depended on an individual's similarity or dissimilarity with his or her group mates. The study hypotheses were tested with organizational data, involving 1382 employees from 181 work groups. Our criterion was individual absence frequency, observed over a 12-month period. Dissimilarity indices fororganizational tenure and union affiliation were computed from organizational records. We found that the relation between group mate absence and individual absence was moderated by dissimilarity with respect to union affiliation (but not tenure dissimilarity), such that those with low union dissimilarity scores were more likely to align their absence behaviour with that of their group mates.     

Managing diversity in organizations: An integrative model and agenda for future research

The literature on policies, procedures, and practices of diversity management in organizations is currently fragmented and often contradictory in highlighting what is effective diversity management, and which organizational and societal factors facilitate or hinder its implementation. In order to provide a comprehensive and cohesive view of diversity management in organizations, we develop a multilevel model informed by the social identity approach that explains, on the basis of a work motivation logic, the processes by, and the conditions under which employee dissimilarity within diverse work groups is related to innovation, effectiveness, and well-being. Building on this new model, we then identify those work group factors (e.g., climate for inclusion and supervisory leadership), organizational factors (e.g., diversity management policies and procedures, and top management's diversity beliefs), and societal factors (e.g., legislation, socioeconomic situation, and culture) that are likely to contribute to the effective management of diversity in organizations. In our discussion of the theoretical implications of the proposed model, we offer a set of propositions to serve as a guide for future research. We conclude with a discussion of possible limitations of the model and practical implications for managing diversity in organizations.     

Leader endorsement in social dilemmas: Comparing the instrumental and relational perspectives

This chapter examines the role of leadership in overcoming social dilemmas within groups. First, based on prior theorising and research we present two alternative perspectives on leader endorsement in social dilemmas, an instrumental and a relational perspective. Next, we systematically compare these perspectives in a series of experiments investigating leadership in social dilemmas created within small groups in the laboratory. The results of our studies suggest that when their personal identity is salient, group members more strongly endorse leaders who are perceived to be instrumental in solving the freerider problem. In contrast, when a social identity is salient, members more strongly endorse leaders who fulfil their relational needs. Based on these findings we propose a differential needs model of leader endorsement in social dilemmas.     

Fading perceptual resemblance: A path for rhesus macaques (Macaca mulatta) to conceptual matching?

Cognitive, comparative, and developmental psychologists have long been intrigued by humans’ and animals’ capacity to respond to abstract relations like sameness and difference, because this capacity may underlie crucial aspects of cognition like analogical reasoning. Recently, this capacity has been explored in higher-order, relational matching-to-sample (RMTS) tasks in which humans and animals try to complete analogies of sameness and difference between disparate groups of items. The authors introduced a new paradigm to this area, by yoking the relational-matching cue to a perceptual-matching cue. Then, using established algorithms for shape distortion, the perceptual cue was weakened and eliminated. Humans’ RMTS performance easily transcended the elimination of perceptual support. In contrast, RMTS performance by six macaques faltered as they were weaned from perceptual support. No macaque showed evidence of mature RMTS performance, even given more than 260,000 training trials during which we tried to coax a relational-matching performance from them. It is an important species difference that macaques show so hesitant a response to conceptual relations when humans respond to them so effortlessly. It raises theoretical questions about the emergence of this crucial capacity during humans’ cognitive evolution and during humans’ cognitive development.     

Low‐price guarantees as advertisement strategy and compensation policy: The more,the better?

Companies sometimes employ a “lowest price or more than the difference back” policy (i.e., a price‐beating guarantee). We investigated whether such a policy is more effective to attract and retain customers than when the exact price difference is promised (i.e., a price‐matching guarantee). The first study revealed that about 60% of the marketers and shop owners in our sample thought that beating price differences is a more effective strategy than matching price differences. However, the four subsequent studies challenged this assumption. Specifically, the advertisement as well as the provision of price‐beating refunds did not have an incremental positive effect on customers' general attitudes in terms of trust, brand perception, loyalty, and shopping intentions beyond the level that was already reached by price‐matching refunds. Moreover, our mediation analyses revealed that the null effect of price‐matching versus price‐beating was mediated by fairness perceptions. From a theoretical perspective, these results are in line with a fairness account, which holds that people do not only evaluate the economic value of an outcome, but also take equality considerations into account. Because price‐beating is literally more expensive than price‐matching, from a practical point of view, companies should be informed that the employment of a price‐beating guarantee is a cost‐ineffective advertisement strategy and compensation policy.     

Transforming valences through transitive inference: How are faces emotionally dissonant?

Information that is emotionally incongruous with self-concepts can produce feelings of unease. This implies that embedding incongruous information in newly formed relational structures would have little effect on their previous emotive properties. Alternatively, Relational Frame Theory highlights the importance of contextualized stimulus-stimulus relations, where the structure of a relational series is key in determining the function of its elements. To see whether series membership can mitigate ‘dissonance’ when a salient element is employed, the present investigation trained and tested a seven-term relational series (X>A>B>C>D>E>Y) using blurred faces as stimuli. Specifically, Stimuli X, A, B, D, E and Y were blurred unfamiliar faces and Stimulus C constituted of the participant’s own blurred face, assumed to be more salient than the former. To assess how the valences of the related stimuli were transformed by relational series membership, self-report ratings and electroencephalographic (EEG) recordings were collected before and after training the X>A>B>C>D>E>Y series. These pre vs. post contrasts revealed that, for unfamiliar faces, stimulus valence transformed as a function of relational structure. Conversely, the lack of difference in pre vs. post contrasts of Stimulus C, which maintained a high valence, suggest that relational series membership may not suffice to mitigate emotionally dissonant information.     

A relational theory of working

Building on diverse influences from critical perspectives in vocational psychology and the relational movement in contemporary psychological discourse, this article introduces the relational theory of working. Attending to the full array of people who work and who want to work, the relational theory conceptualizes working as an inherently relational act. A relational theory provides a framework for understanding ways in which working is embedded in external and internal relational contexts. To establish the conceptual infrastructure for the relational theory, several propositions are advanced, which summarize observations and inferences about the intersection of working and relationships and highlight the inherent relational context of working. The article concludes with implications for practice, policy, and research.     

Subjective relational experiences and employee innovative behaviors in the workplace

This paper presents two studies that explore the implications of subjective relational experiences (positive regard, mutuality and vitality) on employee engagement in innovative behaviors at work. Data collected at two points in time were used to test two mediation models that link subjective relational experiences and innovative behaviors. The results of Study 1 indicate that subjective relational experiences directly and indirectly, through affective commitment, are associated with employee engagement in innovative behaviors. The results of Study 2 indicate that subjective relational experiences are positively related to psychological availability, creative self-efficacy, and engagement in innovative behaviors. In addition, the findings of Study 2 indicate that creative self-efficacy fully mediates the relationship between psychological availability and engagement in innovative behaviors, and partially mediates the link between subjective relational experiences and employee engagement in innovative behaviors. The findings of both studies provide further support to the theoretical distinction between psychological state engagement and behavioral engagement at work.     

Facilitating relational empowerment in couple therapy

Couples in distressed relationships often get caught up in power struggles, "Power Over" interactions that are informed by both neurobiology (e.g., the fight-flight reaction) and by cultural assumptions (e.g., competition, individualism, and patriarchy). This article seeks to widen the discourse about power by highlighting "Power To" and "Power With." Power To includes the ability to self-regulate, to read and manage one's own emotions, and to have voice while respecting the other's voice. Power With reflects the couple's commitment to conurture the relationship through empathy, respect, and generosity. Power To and Power With are proposed to constitute relational empowerment, the ability to navigate one's inner world and the interpersonal realm. The neurobiology of both couples' reactivity and relational empowerment are considered. Techniques are offered to facilitate Power To and Power With, interventions that interrupt couples' cycles of reactivity and allow them to make more thoughtful choices. Emotion regulation and empathy are particularly important skills of relational empowerment, and examples are offered to increase these capacities in couple therapy. The therapeutic perspective offered in this article challenges cultural practices and assumptions that keep intimate partners polarized in power struggles, and explores how relational empowerment can foster an egalitarian, mutually respectful relationship.