Breaking habits with implementation intentions: a test of underlying processes

Implementation intentions specifying the replacement of a habitual response with an alternative response in a critical situation can overrule habits. In three experiments the cognitive effects of such counterhabitual implementation intentions were investigated. Results showed that implementation intentions eliminated the cognitive advantage of the habitual means in the "horse race" with the alternative response. That is, in the control condition, the habitual means was more accessible than the alternative means on encountering the critical situation, but this was no longer the case when implementation intentions were formulated. However, the cognitive advantage of the habitual means was not immediately replaced by an automatic activation of the alternative means. This suggests that formulating counterhabitual implementation intentions increases individuals' flexibility to choose which behavior to perform in the critical situation but that actual behavior will depart from their habits only to the extent that individuals have strong alternative goal intentions.     

Action Emulation between Canonical Models

In this paper we investigate Kripke models, used to model knowledge or belief in a static situation, and action models, used to model communicative actions that change this knowledge or belief. The appropriate notion for structural equivalence between modal structures such as Kripke models is bisimulation: Kripke models that are bisimilar are modally equivalent. We would like to find a structural relation that can play the same role for the action models that play a prominent role in information updating. Two action models are equivalent if they yield the same results when updating Kripke models. More precisely, two action models are equivalent if it holds for all Kripke models that the result of updating with one action model is bisimilar to the result of updating with the other action model. We propose a new notion of action emulation that characterizes the structural equivalence of the important class of canonical action models. Since every action model has an equivalent canonical action model, this gives a method to decide the equivalence of any pair of action models. We also give a partial result that holds for the class of all action models. Our results extend the work in van Eijck et al. (Synthese 185(1):131–151, 2012).     

Hidden Treasures in Theological Education: The Writing Tutor,the Spiritual Director,and Practices of Academic and Spiritual Mentoring

Mentoring is an important but often overlooked resource in theological education and students' academic and spiritual formation. This essay profiles the mentoring practices and postures of the writing tutor and the spiritual director as exemplars of academic and spiritual mentoring. An extended probe of this analogy affirms the integration of academic and spiritual formation as a core value in theological education; identifies mentoring in theological education as a hidden treasure fostering this integration and warranting attention as a theological practice; and re‐envisions the theological practice of mentoring under the traditional rubric of the “care of souls,” embracing the relational, educational, formational, spiritual, and rhetorical dimensions of this practice.     

Informal Hierarchy and Team Creativity: The Moderating Role of Empowering Leadership

Although there is growing evidence that strong informal influence hierarchies can enhance teams' core task performance, recent theorising suggests that such informal hierarchies may, at the same time, stifle team creativity. The current study draws from the Motivated Information Processing in Groups (MIP-G) model to empirically examine this latter notion. Moreover, we build on functional leadership theories to propose that the link between informal hierarchy strength and team creativity hinges on a formal team leader's empowering leadership. Using a sample of 56 organisational work teams comprising 304 individuals from a wide range of industries, we found that stronger informal influence hierarchies related negatively with team creativity when the formal leader exhibited little empowering behaviour. When the formal leader acted in more empowering ways, by contrast, this negative relationship was dampened. These findings provide new knowledge on the role of informal influence hierarchies for team creativity and advance our understanding of how informal hierarchical relations and formal leadership processes can jointly shape important team outcomes.     

Professional efficacy,exhaustion, and work characteristics among police officers: A longitudinal test of the learning‐related predictions of the demand—control model

The present study addressed the relationships among professional efficacy, emotional exhaustion, and job characteristics (job demands and job control) in the context of a two‐wave panel study among 828 Dutch police officers. Based on the demand–control model, we expected that high demands/high control would be positively related to professional efficacy, and that high demands/low control would be related to high levels of exhaustion. Moreover, we hypothesized that high levels of exhaustion would lead to lower levels of professional efficacy and that high levels of efficacy would lead to low levels of exhaustion. Structural equation modelling largely supported these predictions. High demands were longitudinally related to high levels of efficacy and high levels of exhaustion; high control was longitudinally related to high levels of efficacy. Further, efficacy and exhaustion were indeed mutually related. Finally, high levels of exhaustion were longitudinally related to high levels of demands. We conclude that there are complex, yet theoretically, and practically interpretable relations among efficacy, strain and work characteristics.     

The role of expectancies in accepting task-related diversity: do disappointment and lack of commitment stem from actual differences or violated expectations?

Two studies show that initial expectancies influence the way people respond toward task-related differences (i.e., in work goals or work styles) between the self and a collaboration partner. When no advance information is available, participants expect their partner to be similar to themselves in task-related aspects. However, when people expect their partner to have a different work goal (Study 1) or work style (Study 2), and this actually is the case, disappointment is reduced and commitment toward future collaboration is increased. Initial expectations are important because these help people develop a clear picture of their partner. When initial expectations are violated, people conceive the other less clearly and this is part of the reason they report lower levels of commitment.