Cultural Effects Rather Than a Bilingual Advantage in Cognition: A Review and an Empirical Study

The bilingual advantage hypothesis contends that the management of two languages in the brain is carried out through domain‐general mechanisms, and that bilinguals possess a performance advantage over monolinguals on (nonlinguistic) tasks that tap these processes. Presently, there is evidence both for and against such an advantage. Interestingly, the evidence in favor has been thought strongest in children and older adults, leading some researchers to argue that young adults might be at peak performance levels, and therefore bilingualism is unable to confer an improvement. We conducted a large‐scale review of the extant literature and found that the weight of research pointed to an absence of positive evidence for a bilingual advantage at any age. We next gave a large number of young adult participants a task designed to test the bilingual advantage hypothesis. Reasoning from the literature that young adults from an East Asian (Korean) culture would likely outperform those from a Western (British) culture, we also compared participants on this factor. We found no evidence for a bilingual advantage but did find evidence for enhanced performance in the Korean group. We interpret these results as further evidence against the bilingual advantage hypotheses.     

A qualitative analysis of strategies for managing suicide-related events during deployment from the perspective of Army behavioral health providers,chaplains, and leaders

The purpose of this qualitative study was to investigate the use of strategies for managing suicide-related events (SREs; i.e., suicide deaths, suicide attempts, and suicidal ideation with a plan and intent to die) during deployment from the perspective of Army decision makers: behavioral health providers (BHPs), chaplains, and leaders. A total of 76 Army personnel participated in individual interviews or focus groups. Participants identified unit watch, weapon removal, medical evacuations, and debriefings as common strategies used to manage SREs in deployed settings. Many of these strategies were highlighted as short-term solutions only. Participants also underscored the importance of unit cohesion and communication among leaders, BHPs, and chaplains to effectively manage SREs. The need for structured guidelines for successfully managing SREs in deployed settings is discussed.     

Evaluation of a Health Careers Program for Asian American and Pacific Islander High School Students

The authors evaluated a health careers program in a U.S. urban public high school. After small subgroups of the original sample were removed, participants included 162 Asian American and Pacific Islander students. Analyses of covariance indicated that, compared with the comparison group, the treatment group reported significantly higher levels of social support, school engagement, interest in learning, vocational expectations, and ethnic identity. Implications for multicultural counseling in schools are discussed. Los autores evaluaron un programa de carreras sanitarias en una escuela secundaria pública de Estados Unidos. Tras la eliminación de pequeños subgrupos de la muestra original, los participantes incluyeron 162 estudiantes Asiático‐Americanos e Isleños del Pacífico. Los análisis de covarianza indicaron que, comparado con el grupo de comparación, el grupo de tratamiento expresó unos niveles significativamente mayores de apoyo social, participación escolar, interés en el aprendizaje, expectativas vocacionales e identidad étnica. Se discuten las implicaciones para la consejería multicultural en escuelas.     

Learning to Make Selection and Detection Decisions: The Roles of Base Rate and Feedback

The effects of type of feedback and base rate on threshold learning in a multiple‐cue decision task were examined. In most such decision experiments, participants receive feedback after every trial (full feedback), and a single base rate (usually 0.5) is used. Our experiment explored conditional feedback (feedback only after positive decisions) representing common selection and detection tasks (such as hiring), where the decision maker receives no feedback unless the decision is positive (e.g., hire the applicant). We used three base rates (0.2, 0.5, and 0.8). As expected, performance was best in full feedback, but after 300 learning trials, the difference was small. Conditional feedback generally resulted in fewer positive decisions than full feedback, but this difference was not found in the low (0.2) base rate condition. There were interactions between base rates and types of feedback. Results provide partial support for the constructivist encoding hypothesis of Elwin and colleagues. Simulation results suggest that our results may reflect overconfidence when feedback is not given. With respect to rate of learning, when the base rate was 0.2, conditional feedback participants reached approximately the same selection rate but did so more slowly than the full feedback participants. Partial feedback participants learned slower and appeared to be still learning after 500 trials. When the base rate was 0.5 or 0.8, partial feedback was nearly as good as full feedback, but conditional feedback resulted in a systematically lower rate of positive decisions. Copyright © 2011 John Wiley & Sons, Ltd.     

Asset Legitimacy and Distributive Justice in the Dictator Game: An Experimental Analysis

Distributive justice seems to guide behavior in reward allocation tasks in which subjects in a group jointly produce an endowment that is then allocated by a member of the group. It has been shown that allocators aim to preserve the proportionality between inputs (e.g., effort) and outputs (e.g., monetary rewards) of those in the group, even when this comes at a cost to themselves. We experimentally investigated whether justice considerations of this kind play a role in a double‐blind dictator game when the assets to be allocated are generated exclusively through the effort of the decision maker. The experiment shows that distributive justice is an important source of motivation in highly demanding social environments in which reputational concerns and reciprocity are absent. This finding has been corroborated by an independent validity check and may have important implications for previous experimental findings and for the economics of charity. Copyright © 2010 John Wiley & Sons, Ltd.     

Predicting elections from the most important issue: A test of the take‐the‐best heuristic

We used the take‐the‐best heuristic to develop a model to forecast the popular two‐party vote shares in U.S. presidential elections. The model draws upon information about how voters expect the candidates to deal with the most important issue facing the country. We used cross‐validation to calculate a total of 1000 out‐of‐sample forecasts, one for each of the last 100 days of the ten U.S. presidential elections from 1972 to 2008. Ninety‐seven per cent of forecasts correctly predicted the winner of the popular vote. The model forecasts were competitive compared to forecasts from methods that incorporate substantially more information (e.g., econometric models and the Iowa Electronic Markets). The purpose of the model is to provide fast advice on which issues candidates should stress in their campaign. Copyright © 2010 John Wiley & Sons, Ltd.     

“In‐Group Love” and “Out‐Group Hate” in Repeated Interaction Between Groups

Costly individual participation in intergroup conflict can be motivated by “in‐group love”—a cooperative motivation to help the in‐group, by “out‐group hate”—an aggressive or competitive motivation to hurt the out‐group, or both. This study employed a recently developed game paradigm (Halevy, Bornstein, & Sagiv, 2008) designed specifically to distinguish between these two motives. The game was played repeatedly between two groups with three players in each group. In addition, we manipulated the payoff structure of the interaction that preceded the game such that half of the groups experienced peaceful coexistence and the other half experienced heightened conflict prior to the game. Enabling group members to express in‐group love independently of out‐group hate significantly reduced intergroup conflict. Group members strongly preferred to cooperate within their group, rather than to compete against the out‐group for relative standing, even in the condition in which the repeated game was preceded by conflict. Although both “in‐group love” and “out‐group hate” somewhat diminished as the game continued (as players became more selfish), choices indicative of the former motivation were significantly more frequent than choices indicative of the latter throughout the interaction. We discuss the implications of these findings for conflict resolution. Copyright © 2011 John Wiley & Sons, Ltd.     

What People Want From Their Professionals: Attitudes Toward Decision‐making Strategies

Attitudes toward four types of decision‐making strategies—clinical/fully rational, clinical/heuristic, actuarial/fully rational, and actuarial/heuristic—were examined across three studies. In Study 1, undergraduate students were split randomly between legal and medical decision‐making scenarios and asked to rate each strategy in terms of the following: (i) preference; (ii) accuracy; (iii) fairness; (iv) ethicalness; and (v) its perceived similarity to the strategies used by actual legal and medical professionals to make decisions. Studies 2 and 3 extended Study 1 by using a more relevant scenario and a community sample, respectively. Across the three studies, the clinical/fully rational strategy tended to be rated the highest across all attitudinal judgments, whereas the actuarial/heuristic strategy tended to receive the lowest ratings. Considering the two strategy‐differentiating factors separately, clinically based strategies tended to be rated higher than actuarially based strategies, and fully rational strategies were always rated higher than heuristic‐based strategies. The potential implications of the results for professionals' and those affected by their decisions are discussed. Copyright © 2011 John Wiley & Sons, Ltd.     

Four empirical tests of Unconscious Thought Theory

According to Unconscious Thought Theory, people make better decisions after unconscious than after conscious thought (Dijksterhuis, Bos, Nordgren, & van Baaren, 2006a). Unconscious Thought Theory yields four specific predictions. First, an exact replication of Dijksterhuis et al. (2006a) study should indicate that unconscious decisions are superior to conscious decisions. Second, decisions should improve with duration of conscious thought. Third, unconscious decisions should be superior to conscious decisions, even if unconscious decisions are deliberated while having access to information. Fourth, unconscious decisions should be based on a weighting strategy. We report results of four studies, featuring 480 participants, that yield no evidence in favor of these predictions. Therefore our findings cast doubt on Unconscious Thought Theory and its advice to base decisions on unconscious thought. The results of our studies suggest that it is better to base decisions on conscious thought while having access to information.     

Differences in Beliefs About Psychological Services in the Relationship Between Sociorace and One's Social Network

The roles of previous psychological service use and social network variables in beliefs about psychological services were examined with 184 college students. Having friends and family members who used psychological services, being female, and having used psychological services positively related with beliefs about psychological services. Socioracial differences in the effects of previous use of psychological services and social network variables on students’ beliefs about psychological services were found. Suggestions for ways counselors can provide support to students are discussed.