Rivals without a cause? Relative performance feedback creates destructive competition despite aligned incentives

Whether people compete or cooperate with each other has consequences for their own performance and that of organizations. To explain why people compete or cooperate, previous research has focused on two main factors: situational outcome structures and personality types. Here, we propose that—above and beyond these two factors—situational cues, such as the format in which people receive feedback, strongly affect whether they act competitively, cooperatively, or individualistically. Results of a laboratory experiment support our theorizing: After receiving ranking feedback, both students and experienced managers treated group situations with cooperative outcome structures as competitive and were in consequence willing to forgo guaranteed financial gains to pursue a—financially irrelevant—better rank. Conversely, in dilemma situations, feedback based on the joint group outcome led to more cooperation than ranking feedback. Our study contributes to research on competition, cooperation, interdependence theory, forced ranking, and the design of information environments.     

Getting older and living up to implicit followership theories: Implications for employee psychological health and job attitudes

Age discrimination at work is a widespread destructive phenomenon that often takes subtle forms. Based on negative stereotypes about older employees, we argue that older employees often experience that they are perceived as less ideal followers than younger employees. We propose that older and younger employees do not differ in what they assume their supervisors expect of an ideal follower (implicit followership theories, IFTs). Thus, we hypothesize that older employees perceive that they compare less favorably to their supervisors' IFTs than younger employees (i.e., worse IFT-fit). This should entail lower quality of the relationship between leader and follower (leader-member-exchange, LMX), which, in turn, should have detrimental effects on employees' health (i.e., burnout) and job attitudes (i.e., job satisfaction, turnover intentions, and identification). We tested our model in a field study with 379 employees. Results differed for ideal and counter-ideal follower attributes. Concerning counter-ideal follower attributes (e.g., being incompetent), age had the proposed negative effect on psychological health and job attitudes that mediated through IFT-fit and LMX. Concerning ideal follower attributes (e.g., thinking ahead), older employees expected their supervisors not only to think less of them than of their younger colleagues, but also expected them to have less demanding IFTs—contrary to our expectations. Employee age was negatively related to psychological health and job attitudes, mediated through lower perceived IFTs, worse perceived appraisal of the actual employee and their joint effects on LMX.     

Decreased levels of N-acetylaspartate in dorsolateral prefrontal cortex in a case of intractable severe sympathetically mediated chronic pain (complex regional pain syndrome,type I)

In our previous in vivo proton magnetic resonance spectroscopy ((1)H MRS) study we found reduced levels of N-acetylaspartate in dorsolateral prefrontal cortex of chronic back pain patients. This study tests whether these chemical abnormalities can be detected in other pain states. Using (1)H MRS, we measured levels for N-acetylaspartate and other identifiable chemicals relative to creatine in four bilateral brain regions, including dorsolateral prefrontal cortex, orbitofrontal cortex, cingulate, and thalamus, in a case of intractable severe sympathetically mediated chronic pain [complex regional pain syndrome (CRPS) type I]. The subject's chemical variations in the brain were compared to the same regional chemicals in 10 normal subjects (age- and sex-matched). Univariate statistics showed reduced levels of N-acetylaspartate in bilateral dorsolateral prefrontal cortex and increased levels of myo-inositol in left orbitofrontal cortex of the patient with intractable severe CRPS type I. These data support our original hypothesis that depletion of N-acetylaspartate in dorsolateral prefrontal cortex is a chemical marker of chronic pain, indicating for neuronal degeneration. Unpredicted changes of orbitofrontal myo-inositol may be related to the specific mood/affective state in an extreme pain perception. This is the first report, which identifies chemical markers in the prefrontal cortex for objective measurement and monitoring of CRPS type I. This information might lead to valuable insights into diagnosis and future effective interventions of CRPS type I (e.g., prefrontal brain stimulation).     

On belief bias in syllogistic reasoning

A multinomial model is used to disentangle the respective contributions of reasoning processes and response bias in conclusion-acceptance data that exhibit belief bias. A model-based meta-analysis of 22 studies reveals that such data are structurally too sparse to allow discrimination of different accounts of belief bias. Four experiments are conducted to obtain richer data, allowing deeper tests through the use of the multinomial model. None of the current accounts of belief bias is consistent with the complex pattern of results. A new theory of belief bias is proposed that assumes that most reasoners construct only one mental model representing the premises as well as the conclusion or, in the case of an unbelievable conclusion, its logical negation. New predictions derived from the theory are confirmed in 4 additional studies.     

Personality differences in hindsight bias

Ten personality correlates of hindsight bias were tested in a study with 75 participants answering almanac-type knowledge questions. Participants showed hindsight bias when hindsight estimates were compared to foresight estimates (memory condition), when hindsight estimates were compared to foresight estimates of other participants (BS = between-subjects hypothetical condition), and when hindsight estimates were compared to foresight estimates in response to equally difficult control items (WS = within-subject hypothetical condition). The magnitude of hindsight bias in both hypothetical conditions was positively associated with the participant's field dependence and his or her tendency for favourable self-presentation (as measured by social desirability and impression management). Between-subjects hypothetical hindsight was associated with the participant's conscientiousness and need for predictability and control (as measured by a rigidity scale). In a multiple regression analysis, 39% of the variance in BS hypothetical hindsight, 24% of the variance in WS hypothetical hindsight, but no significant proportion of the variance in memory hindsight could be accounted for by personality measures. It is concluded that individual differences in hindsight bias exist and must be taken into account in a complete model of the effect.     

Intercepting Moving Objects During Self-Motion

It is generally assumed that in catching a fly ball, an efficient strategy for dealing with the horizontal component of the ball's trajectory is for the observer to keep the angular position of the ball constant with respect to his head. That strategy is called the constant bearing angle or CBA strategy. Maintenance of angular constancy results in the simultaneous arrival of both observer and ball at the landing spot. The authors analyzed the approach behavior of 26 subjects in a ball-interception task with straight paths for both the subjects and the ball. Subjects moved at a velocity that maintained a close-to-constant horizontal angular position of the ball with respect to the end effector throughout the approach phase rather than a constant bearing angle with respect to their head. Velocity adaptations occurred as a function of the changes in the angular velocity of the ball in such a way that a positive or negative angular velocity was canceled. Thus, an actor following the CBA strategy does not need to know where and when the ball will arrive (i.e., a predictive strategy), because reliance on the CBA strategy ensures that he will make the appropriate adaptations that enable him to arrive at the right place in the right time.