Burger or yogurt? Indulgent consumption in impression management contexts

We conducted three studies to investigate indulgent choice in settings with and without impression management by public–private manipulation with evaluation. Study 1 showed that the participants were less indulgent under public scrutiny due to the employment of impression management. Study 2 focused on the impression management context to test the moderate effect of self‐consciousness in two impression managed contexts. Study 3 focused on context without impression management to test the moderate effects of self‐awareness on choices. We found that depending on differences in primed personality, individuals tended to make choices other than those they favoured privately when anticipating that others might form impressions of them based on the decisions made. The findings of all three studies support our basic prediction that people are less indulgent under impression management and suggest that people tend to manage their impression by eating healthier (less indulgently) in public.     

When symptom is symbol: some comments on Rosemary Gordon's, ‘Masochism: the shadow side of the archetypal need to venerate and worship’

This paper is a commentary on Rosemary Gordon's paper, ‘Masochism: the shadow side of the archetypal need to venerate and worship’, with a suggestion for an alternative interpretation of masochism as a part of a sado‐masochistic couple. Gordon postulates an archetypal need to venerate and worship that can be hidden in the shadow and distorted in such practices as sexual masochism. Her paper also offers several avenues of exploration for further studies in connection with the phenomenon of masochism, including sexual perversion (‘paraphilia’), chronic psychological victimhood, PTSD and traumatology, religious extremist behaviour such as self‐flagellation, transformation in the individuation process and numinous experience. An extension of her hypothesis to include religious problems of modernity is suggested.     

Fat talk and self-presentation of body image: Is there a social norm for women to self-degrade?

The current investigations build upon previous ethnographic research, which identified a social norm for adolescent females to engage in “fat talk” (informal dialogue during which individuals express body dissatisfaction). In Study 1, participants were shown a vignette involving women engaging in fat talk dialogue and were subsequently asked to chose one of three self-presentational responses for a target female: (1) self-accepting of her body, (2) providing no information, or (3) self-degrading about her body. Male and female participants believed the target would be most likely to self-degrade, and that this would lead women to like her, while the self-accepting response would lead men to like her most. Study 2 used the same vignette but participants were asked to respond in an open-ended fashion. Participants again expected the target female to self-degrade. The present findings suggest college students perceive fat talk self-degradation of body image as normative.     

Group process in Jungian analytic training and institute life

Group process experience for analytic candidates is a neglected dimension of training, and receives little attention in the analytic literature. Jung observed group dynamics, but he never studied them closely, attending instead to the psychology of the individual. Unconscious currents in small groups have been studied by others, most notably by Wilfred Bion, and there are similarities between his theories of the group unconscious and Jung's theories of complexes. Experiential and didactic seminars in group process were added to the analytic curriculum at the C.G. Jung Institute of San Francisco in the early 1990s, leading to changes in the group dynamic of trainees and analysts alike. A discussion of the theories of Bion and Jung are followed by a report on our experiences of facilitating group process for analytic candidates. We give quotes from candidates and analyst members to illustrate the group process and its effects. The need for further study to develop a uniquely Jungian perspective on the unconscious structure and dynamics of the group is suggested.     

Decision making and confidence given uncertain advice

We study human decision making in a simple forced-choice task that manipulates the frequency and accuracy of available information. Empirically, we find that people make decisions consistent with the advice provided, but that their subjective confidence in their decisions shows 2 interesting properties. First, people's confidence does not depend solely on the accuracy of the advice. Rather, confidence seems to be influenced by both the frequency and accuracy of the advice. Second, people are less confident in their guessed decisions when they have to make relatively more of them. Theoretically, we develop and evaluate a type of sequential sampling process model—known as a self-regulating accumulator—that accounts for both decision making and confidence. The model captures the regularities in people's behavior with interpretable parameter values, and we show its ability to fit the data is not due to excessive model complexity. Using the model, we draw conclusions about some properties of human reasoning under uncertainty.     

Effects of team and organizational commitment – A longitudinal study

Retention management, i.e., keeping qualified employees, is a top priority for contemporary organizations. Commitment, and especially team commitment, can be the key to mastering this challenge. There is a lack of longitudinal research concerning the development and the direction of the effects of team commitment over time. In a longitudinal field-study design with three points of measurement, a total of 360 employees in 52 semi-autonomous industrial teams were surveyed over a period of three years. On the one hand, organizational commitment showed stronger effects on organization-related criteria (job satisfaction and intention to leave). These effects were consistent over the three points of measurement. Team commitment, on the other hand, affected team-related criteria (team performance and altruism). Longitudinal analyses confirmed the effects of organizational commitment on job satisfaction and intention to leave, and of team commitment on team performance and altruism. Moreover, these effects increased over time. Theoretical and practical implications of these findings are discussed.     

A randomised worksite comparison of acceptance and commitment therapy and stress inoculation training

In this comparative intervention study, 107 working individuals with above average levels of distress were randomly assigned to one of three conditions: acceptance and commitment therapy (ACT; n = 37); stress inoculation training (SIT; n = 37); or a waitlist control group (n = 33). The interventions were delivered to small groups in the workplace via two half-day training sessions. ACT and SIT were found to be equally effective in reducing psychological distress across a three month assessment period. Mediation analysis indicated that the beneficial impact of ACT on mental health resulted from an increase in psychological flexibility rather than from a change in dysfunctional cognitive content. Contrary to hypothesis, a reduction in dysfunctional cognitions did not mediate change in the SIT condition. Results suggest that the worksite may offer a useful, yet underutilised, arena for testing cognitive-behavioural theories of change.