The faultline activation process and the effects of activated faultlines on coalition formation,conflict, and group outcomes

This research examines the effects of group faultline activation on coalition formation, conflict, and group outcomes. We distinguish between dormant faultlines (potential faultlines based on demographic characteristics) and activated group faultlines (members actually perceive subgroups based on the demographic characteristics) and hypothesize that while dormant faultlines do not automatically turn into active group divisions, a group’s entitlement configuration can activate divisions among group members. Study 1 was a construct validity study to verify the psychometric properties of the activated group faultline measure and explain its connection to other process variables. In Studies 2 and 3, we tested our hypotheses and found that groups with activated faultlines were more likely to form coalitions, have high levels of group conflict, and lower levels of satisfaction and group performance than dormant faultline groups. Furthermore, team identification moderated the effects of activated faultlines on group processes such that a strong workgroup identity decreased the likelihood that activated faultlines led to coalition formation and conflict.     

When and how do differences matter? An exploration of perceived similarity in teams

In this paper, we directly assess perceived similarity—the degree to which members view themselves as having few differences—because we want to understand when teams notice diversity on various member characteristics and how they interpret it. Our results indicate social category diversity was related to initial estimates of both perceived social category similarity (SCS) and perceived work style similarity (WSS). And, whereas perceived SCS did not change over time, perceived WSS decreased significantly over the period of our study. We suggest this change in perceived WSS can be explained by an information-processing/decision-making framework. We found informational diversity was positively related to conflict in teams, and in turn conflict was negatively related to subsequent estimates of perceived WSS. However, informational diversity was positively related to information sharing in teams, which in turn was positively related to subsequent estimates of perceived WSS. Finally, these updated estimates of perceived WSS affected subgroup formation and team process effectiveness. We discuss how our research explores the subjective experience of diversity by team members, provides a dynamic view of the relationship between diversity and team outcomes, and informs emerging theory about the activation of faultlines in teams.     

Failure to warn: How student race affects warnings of potential academic difficulty

In two studies, we document “failure to warn”—a reduced likelihood of warning Black students against potential academic difficulty compared to White students. In both studies, participants placed in the role of academic advisors saw a highly challenging academic course plan, attributed to either a Black or a White student, and gave Black students less warning about the potential negative consequences of taking on the proposed plan. Study 1 (N = 172) demonstrates this effect using undergraduate peer academic advisors, and Study 2 (N = 58) provides evidence that this effect is moderated by Internal Motivation to Respond Without Prejudice (Plant & Devine, 1998), suggesting that this effect is driven by the fear that discouraging an ambitious Black student might reflect prejudice. This well-intentioned concern can have the ironic consequence of leading the recipients of this advice into academic difficulties.     

Self-controlled concurrent feedback and the education of attention towards perceptual invariants

The present study investigates the effects of different types of concurrent feedback on the acquisition of perceptual-motor skills. Twenty participants walked through virtual corridors in which rhythmically opening and closing sliding doors were placed. The participants aimed to adjust their walking speed so as to cross the doors when the doors were close to their maximal aperture width. The highest level of performance was achieved by learners who practiced the task with unambiguous self-controlled concurrent feedback, which is to say, by learners who could request that feedback at wish. Practice with imposed rather than self-controlled feedback and practice without concurrent feedback were shown to be less effective. Finally, the way in which the self-controlled concurrent feedback was presented was also found to be of paramount importance; if the feedback is ambiguous, it may even prevent participants from learning the task. Clearly, unambiguous self-controlled feedback can give rise to higher levels of performance than other feedback conditions (compared to imposed schedule) but, depending on the way it is presented, the feedback can also prevent the participants from learning the task.In the discussion it is argued that unambiguous self-controlled concurrent feedback allows learners to more rapidly educate their attention towards more useful perceptual invariants and to calibrate the relation between perceptual invariants and action parameters.     

THE EFFECT OF INFORMATIONAL FEEDBACK ON FOOD INTAKE OF ADULT BURN PATIENTS

The effect of informational feedback on the protein and caloric consumption of burn patients was investigated using a multiple-baseline across subjects. The patients were four severely burned adult males who failed to consume sufficient foods to achieve prescribed levels of protein or kilocalories via standard burn unit procedures during recovery. Feedback consisted of informing patients of (a) their prescribed levels of protein and kilocalories, (b) the protein and kilocalorie content of hospital foods and beverages, and (c) their actual intake of protein and kilocalories. Following the provision of feedback, there was an increase in protein and kilocalorie intakes and in the number of days during which prescribed levels for protein and kilocalories were achieved. These results suggest that the informational feedback was effective for improving the oral caloric intake of burn patients.     

反馈评估的局部背景依赖效应：ERP研究

人脑对反馈的评估依赖于其所处背景。但是只能依赖整体背景(整个组块的结果范围), 还是可以依赖局部背景(单个试次的结果范围)进行评估, 目前并不清楚。本研究通过获益/损失线索操纵所在试次的反馈背景, 探讨反馈评估仅依赖整体背景, 还是可延伸到局部水平。25名被试参与实验。结果发现, 背景试次间变化时, 在获益背景下, ￥0 (负反馈)比+ ￥4 (正反馈)引发更负的FRN (feedback-related negativity); 在损失背景下, - ￥4 (负反馈)比￥0 (正反馈)引发更负的FRN。这一结果说明反馈评估以某线索背景中可能的结果为参考对象, FRN的背景依赖可以延伸到局部水平。结合前人研究, 推测任务类型和反馈真实性会调节背景依赖水平。在含真实反馈的主动性任务中, FRN的背景依赖效应可延伸至局部水平。     

团队文化多样性对团队创新的影响及作用机制

随着经济全球化和跨国企业的迅速发展, 越来越多的企业中开始出现具有多样性文化背景的团队。企业管理者期待具有不同文化背景的员工能在团队工作中贡献新的观点和视角, 从而促进团队创新。因此, 探讨团队文化多样性与团队创新之间的影响关系已成为近年来学术界和企业界共同关注的焦点问题。所以, 采用社会分类-信息加工的理论视角, 首先厘清团队文化多样性的理论框架, 并进一步检验团队文化多样性与团队创新之间的影响关系及内在机制; 并且, 分别从团队内部和团队外部因素出发, 探讨团队文化多样性与团队创新影响关系中的边界条件。在实践上, 研究结论也将为企业有效管理跨文化团队, 推动企业创新提供一定的理论指导。     

团队领导组织公民行为的有效性：以双维认同为中介的多层次模型检验

本研究旨在考察团队领导组织公民行为对团队员工角色内绩效的影响及其以团队员工的共享团队认同和领导认同为中介的作用机制。采用团队领导—团队员工匹配问卷的调查方法,使用29个团队的样本数据对相应的多层次模型进行检验。结果显示：团队领导组织公民行为对团队员工角色内绩效有显著的正向影响;团队员工的共享团队认同和领导认同分别和同时在团队领导组织公民行为与团队员工角色内绩效之间起到完全的跨层次中介作用。     

上司地位知觉对下属默契的影响——反馈寻求行为和观点采择的作用

下属默契指的是下属与上司间不经言传而暗相投合的状态,它能潜移默化地提升下属绩效。因此,探讨下属默契的产生原因,对组织有着重要意义。鉴于此,本文以目标动机模型为理论基础,探讨了上司地位知觉对下属默契的影响及其内部机制。通过对186名企业员工的调查分析发现,上司地位知觉对下属默契有显著的正向影响;反馈寻求行为在此过程中起部分中介作用;此外,下属的观点采择能力调节了反馈寻求行为与下属默契间的正向关系。     

能力社会比较与归因反馈对不诚实行为的影响

社会比较作为认识自我的一种方式,对个体心理与行为的诸多方面产生影响,但对于社会比较如何影响不诚实行为以及归因反馈在其中的作用,目前尚不清楚。在3项实验中操纵了不同方向的能力社会比较,探讨其对不诚实行为的影响(研究1)以及归因反馈在其中的调节作用(研究2)。结果发现:(1)相比于向下比较和无比较,向上比较会增加个体的不诚实行为;(2)归因反馈调节上述影响:向上比较后,相比于给予能力反馈,给予努力反馈可以减少个体的不诚实行为。本研究拓展了社会比较后效研究,对如何减少社会比较引起的不诚实行为具有重要启示。