Race and Moral Judgment Development Scores

Black and White college students were studied to determine reactions to moral dilemmas when the race of the central character in the dilemma was changed.     

Oklahoma's Nonviolent Intermediate Offender Program: A Success in Rehabilitation

In this study, the authors analyzed demographic data on 403 Oklahoma inmates who went through the Regimented Inmate Discipline Program in 1984–1985. Also, a sample of the inmates was interviewed to identify the most supportive components of the program.     

Turtle Soup: Establishing Innovation-Friendly Conditions' for School Reform

Pressure groups in today's complex society present our school systems with diverse, conflicting demands for school reform. Educators can retain eroding public support only through pervasive innovations in our school systems. In order for our schools to survive and thrive in changing times, educators must overcome serious organizational and contextual barriers that inhibit innovation in the schools. Educational leaders must address these barriers by attending to the essential nature of creative thought, and to some basic tenets of organizational change. These concepts are portrayed in the form of a visual metaphor, which captures the essence of creative organizational development and recommends some specific Jeadership initiatives.     

The Personal,Academic, and Career Problems of College Student Athletes: Some Possible Answers

This paper reports the development of a unique counseling program for student athletes at the University of Florida in which the athletic counselor's role has been expanded beyond traditional roles to that of identifying and assisting with the athletes' personal, vocational, and academic concerns. The authors also report on a recently developed course in counselor education targeted toward athletes and discuss a preventive approach using individual and group counseling of athletes.     

Negative internal causal attributions of a specific offense and forgiveness

Causal attributions are important social‐cognitive predictors of forgiveness. This article presents the Transgression Attribution Questionnaire (TAQ), a measure of one's negative internal causal attributions of a specific offense. In 4 studies, scores on the TAQ showed initial evidence of estimated internal consistency, temporal stability, and construct validity. Negative internal attributions for the cause of a transgression predicted lower levels of empathy and forgiveness. Furthermore, scores on the TAQ predicted forgiveness over and above the hurtfulness of the offense, relationship commitment, and a general measure of internal causal attributions in relationships. The current research bridges research on internal causal attributions and forgiveness. Implications for the social‐cognitive study of forgiveness and the measurement of causal attributions are discussed.     

KEEN TO HELP? MANAGERS' IMPLICIT PERSON THEORIES AND THEIR SUBSEQUENT EMPLOYEE COACHING

Although coaching can facilitate employee development and performance, the stark reality is that managers often differ substantially in their inclination to coach their subordinates. To address this issue, we draw from and build upon a body of social psychology research that finds that implicit person theories (IPTs) about the malleability of personal attributes (e.g., personality and ability) affect one's willingness to help others. Specifically, individuals holding an "entity theory" that human attributes are innate and unalterable are disinclined to invest in helping others to develop and improve, relative to individuals who hold the "incremental theory" that personal attributes can be developed. Three studies examined how managers' IPTs influence the extent of their employee coaching. First, a longitudinal field study found that managers' IPTs predicted employee evaluations of their subsequent employee coaching. This finding was replicated in a second field study. Third, an experimental study found that using self-persuasion principles to induce incremental IPTs increased entity theorist managers' willingness to coach a poor performing employee, as well as the quantity and quality of their performance improvement suggestions.     

Creatively Intelligent: Post-Industrial Organizations and Intellectually Impaired Bureaucracies

Today's successful organizations function much like creatively intelligent, individual brain-mind systems. Unfortunately, many of the bureaucratic organizations we inherited from the industrial era function like individual minds of lesser intelligence. A metaphorical comparison of our organizations with the human brain-mind system illuminates organizational configurations and behaviors that promote success in today's turbulent economic and sociopolitical conditions. Both the creatively intelligent post-industrial organization and the highly developed human brain-mind are integrated clusters of dynamically evolving subsystems. Their functional dynamism enables them to perceive patterns in chaos, and to create effective long-term plans derived from those patterns. Imagine the organization in which you work as a giant brain. The human brain-mind system consists of a number of subsystems that work together to produce our thoughts, feelings, and actions. In a similar way, most of our institutions and businesses consist of departments that work together to create and distribute products or services. A wide variety of thought processes and behaviors are common to both the human brain-mind and the typical organization. Some of these include planning, analysis, abstract thought, emotional responses, ritualistic behaviors, and creative idea generation. A creatively intelligent person produces and integrates a blend of these thought processes and actions that is best suited to success in his or her environment. In a similar manner, today's successful organizations generate optimal blends of thought processes and actions that enable them to flourish in the midst of uncertain conditions. We can identify opportunities for greater organizational creativity and efficiency by using a brain metaphor to analyze the nature of today's most effective organizations. This paper compares the human brain-mind system to the organizations that are surviving and thriving in today's turbulent socioeconomic climate. There are some remarkable parallels. In many ways, today's most effective organizations closely mirror the functioning of the optimally developed human brain-mind. Similarly, our least effective organizations operate much like individual minds of lesser creative intelligence. The brain metaphor suggests that, in today's post-industrial organizational climate, some institutions and businesses are suffering from brain damage while others are on their way to becoming creatively intelligent geniuses.