Materialism and Well‐being in the UK and Chile: Basic Need Satisfaction and Basic Need Frustration as Underlying Psychological Processes

A growing body of evidence shows that materialistic values are linked to lower well‐being. Self‐determination theory offers an explanation through the low fulfilment of the basic psychological needs for autonomy, competence, and relatedness. However, recent research suggests that frustration of these psychological needs may also play an additional role. Using structural equation modelling in adult samples from an established mass‐consumer society (UK: N = 958) and a fast‐developing new economy (Chile: N = 257) and employing more comprehensive measures to tap into a materialistic orientation than used in previous studies, we found that a materialistic value orientation related negatively to well‐being and positively to ill‐being and that both psychological need satisfaction and psychological need frustration played an explanatory role herein. The model was found to be highly equivalent across both samples, supporting the cross‐cultural generality of the mechanisms involved. Copyright © 2014 European Association of Personality Psychology     

Downsizing and Supersizing: How Changes in Product Attributes Influence Consumer Preferences

This paper investigates how changing the value of one attribute while keeping other attributes constant influences consumers' judgments and behaviors. We find that in two options, a proportionally equal change in one attribute tilts people's preference toward the option with higher (or lower) absolute magnitude of change when the change is desirable (or undesirable). We propose that when individuals face an attribute change, they use a deliberative and effortful response, known as System 2, to detect the change. However, they rely less on this system to evaluate the changed options. Instead, a more automatic System 1 processing influences their decision by making them apply the bigger‐is‐better heuristic (bigger‐is‐worse for an undesirable change) to prefer the option with the highest (lowest) absolute magnitude of change. Six studies demonstrate this phenomenon in both lab and real settings and support our hypothesis. Copyright © 2013 John Wiley & Sons, Ltd.     

Public Engagement with Climate Change as Scientific Citizenship: A Case Study of World Wide Views on Global Warming

World Wide Views (WWViews) is an innovative participatory methodology that scales up formal public engagement in response to global environmental issues that transcend the boundaries of the nation-state. In September 2009, WWViews on Global Warming enrolled 4,400 lay participants from across 38 countries to discuss global climate policy. The most remarkable outcome was how consistently people from across different political regions and social groups called for a stringent global climate policy. Drawing on scientific citizenship as an analytic lens, this result is positioned, not as a straightforward input into global policy but as an output from a highly formalized process. What forms of citizenship are embodied, projected, and negotiated in WWViews? What are the implications of these tacit forms of citizenship for the types of epistemic agency that emerge as a result? WWViews participants were situated as consumers of scientific knowledge tasked with responding to a limited slate of policy options that they had no role in creating, vetting, or altering. WWViews also projected an image of the global citizen shorn of any meaningful geographical, cultural, or political particularity. Effectively tethering the epistemic capacities of its participants to dominant scientific meanings, WWViews offered limited opportunity for alternative issue-framings or perspectives to emerge. Organizers and researchers of formal public engagement should be attentive to the potential for these initiatives, once scaled up to the global, to impose scientistic issue-framings and correspondingly limited models of epistemic agency.     

Service job lawyers are happier than money job lawyers,despite their lower income

Giving too much emphasis to extrinsic values and too little emphasis to intrinsic values is known to depress well-being. But is simply working in an extrinsic job also risky, even if that job delivers the money? We compared 1414 ‘Money’ (extrinsic) lawyers, 1145 ‘Service’ (intrinsic) lawyers, and 3415 ‘Other’ lawyers as to their income, values, well-being, and drinking behavior. Although service lawyers had much lower incomes, they also experienced more well-being and less negative affect compared to money lawyers, and drank less and less often. ANCOVAs showed that the intrinsic vs. extrinsic job-type effects were independent of rated intrinsic vs. extrinsic values, current income, years of work experience, and class rank at graduation, suggesting that the job-contexts themselves were operative. We discuss the difficult choice that pre-professional students face, between two versions of the American dream: one emphasizing wealth and status, and the other, service and personal development.     

The wastefulness principle. A burden-sharing principle for climate change

The prominent burden-sharing principles in the emerging literature of the political theory of climate change fail to sufficiently tackle the task they set out to solve. This paper sets out properties that an alternative principle should aim to meet. Based on these properties, it develops a consequentialist moral principle – the wastefulness principle. This principle holds that it is wrong to waste a shared, scarce resource. The paper argues that this principle can be used to solve the question of who should bear the burdens of anthropogenic climate change in a more suitable way than existing principles. After developing the wastefulness principle, this paper discusses in a non-exhaustive manner how it can be employed in the real world, which challenges it might meet, and how additional principles might solve them.     

The Bottoming‐Out Experience and the Turning Point: A Phenomenology of the Cognitive Shift From Drinker to Nondrinker

The bottoming‐out experience (BOE) is commonly considered the catalyst to sobriety. A phenomenological study was conducted to gain an understanding about this occurrence for alcoholics. Results indicated two distinct experiences: the BOE and the turning point.     

The role of analytic thinking in moral judgements and values

While individual differences in the willingness and ability to engage analytic processing have long informed research in reasoning and decision making, the implications of such differences have not yet had a strong influence in other domains of psychological research. We claim that analytic thinking is not limited to problems that have a normative basis and, as an extension of this, predict that individual differences in analytic thinking will be influential in determining beliefs and values. Along with assessments of cognitive ability and style, religious beliefs, and moral values, participants judged the wrongness of acts considered disgusting and conventionally immoral, but that do not violate care- or fairness-based moral principles. Differences in willingness to engage analytic thinking predicted reduced judgements of wrongness, independent of demographics, political ideology, religiosity, and moral values. Further, we show that those who were higher in cognitive ability were less likely to indicate that purity, patriotism, and respect for traditions and authority are important to their moral thinking. These findings are consistent with a “Reflectionist” view that assumes a role for analytic thought in determining substantive, deeply-held human beliefs and values.     

The role of organizational politics,contextual resources,and formal communication on change recipients' commitment to change: A multilevel study

Over the past decade there has been an increased interest in studying the factors that affect people's commitment to change. Drawing from the Job Demands–Resources model, in this enquiry we explored the moderating role of two contextual resources (i.e., trust in top management, history of change) and formal communication in the relationship between perceived organizational politics and commitment to change. Data were collected from 2543 employees of 84 companies representing a wide variety of industry sectors. In a first survey we collected data about the work context. Two weeks after the first survey, in a second survey we captured data on people's commitment to change. Hierarchical Linear Modeling (HLM) was used to analyse the multilevel character of the data. Consonant with our hypotheses, the findings indicate that the negative relationship between perceived organizational politics and commitment to change is moderated by “trust in top management”, “history of change”, and “formal communication”. As a group the Level 2 predictors account for 18%, 2.5%, and 10%, respectively, of the between-unit variance in continuance, normative, and affective commitment for change.     

When fit matters more: The effect of regulatory fit on adaptation to change

Regulatory fit theory predicts that motivation and performance are enhanced when individuals pursue goals framed in a way that fits their regulatory orientation (promotion vs. prevention focus). Our aim was to test the predictions of the theory when individuals deal with change. We expected and found in three studies that regulatory fit is beneficial only when a prevention focus is involved. In Study 1, an experiment among students, prevention- but not promotion-focused participants performed better in a changed task when it was framed in fit with their regulatory orientation. In Study 2, a survey among employees experiencing organizational changes, only the fit between individual prevention (and not promotion) focus and prevention framing of the changes by the manager was associated with higher employee adaptation to changes. In Study 3, a weekly survey among employees undergoing organizational change, again only prevention regulatory fit was associated with lower employee exhaustion and higher employee work engagement. Theoretical and practical implications of applying regulatory focus theory to organizational change are discussed.