Instructions Moderate the Relationship between Creative Performance in Figural Divergent Thinking and Reasoning Capacity

In this study with within-subject design, the “be-creative effect” was investigated using three instructions in figural divergent-thinking tasks: Besides a be-fluent instruction, a be-creative instruction, and a be-creative instruction combined with strategies were applied. In addition, reasoning ability as part of fluid intelligence, self-reported creative ideation, current motivation after reading the instructions, and task-related interest were assessed. Multilevel analysis applying random-intercept-constant-slope models found significant main effects of the instructions on creative performance and fluency. Both be-creative instructions yielded a rise in creative performance in divergent thinking tasks with additional improvement due to supporting strategies. The be-fluent instruction enhanced the quantity of ideas but decreased creative performance. Task-related interest turned out to be a better predictor of creative performance than the self-estimated expected interest prior to working on the task. Moreover, the relationship of creative performance and reasoning ability was moderated by instruction, with no relationship with a be-fluent instruction and small to moderate positive effects with both instructions emphasizing creative ideas.     

Culturally contingent situated cognition: influencing other people fosters analytic perception in the United States but not in Japan

Interpersonal influence and interpersonal adjustment play crucial roles in structuring social interactions. However, not much is known about whether their consequences are culturally contingent. We hypothesized that in order to effectively influence others, people need to employ a perceptual style that serves their cultural imperative. Specifically, we predicted that in the United States, interpersonal influence fosters an analytic, context-independent perceptual style that helps people focus on their goal; however, in Japan, where the cultural imperative is to attend to other people and fit into social contexts, this pattern may be absent or reversed. In two studies, we tested this hypothesis by measuring interpersonal interactions (Study 1) and then by manipulating interpersonal interactions (Study 2). Overall, the findings support a culturally contingent situated-cognition approach, which highlights not only interpersonal underpinnings of perceptual styles but also the role that culture plays in ascribing meaning to interpersonal interactions.     

Strategy Induction Enhances Creativity in Figural Divergent Thinking

Instructional effects in creative‐thinking tasks are important to understand in order to promote creative performance of individuals. In divergent‐thinking tasks, for example, instructional and strategic enhancement effects have been extensively studied for verbal tasks. However, while studies on instructional enhancement effects on creative drawing tasks exist, it is surprising that strategy enhancement in figural divergent thinking is still underresearched. In this study, we used a strategy manipulation approach to reassess the role of executive strategy implementation and the moderating role of an indicator of fluid intelligence, figural analogical reasoning, in two types of figural divergent‐thinking tasks (abstract vs. concrete). The sample comprised N = 75 high‐school students. Importantly, we found strategic enhancement effects by combining strategy instructions with a prompt to “be creative.” This combined instruction was contrasted with a standard instruction, and main effects were found for overall, concrete, and abstract creativity. Moreover, we found in a regression analysis a main effect for figural analogical reasoning on overall creativity and creativity for only the concrete object tasks. An expected interaction effect of instruction and figural analogical reasoning was not found. As another addition, the role of current motivation in figural divergent thinking was explored.     

Cultural influences on preference consistency: Consistency at the individual and collective levels

Previous research has shown that there are cultural differences in self-concept consistency across situations. However, little is known about cultural differences in preference consistency over time. The present research examined whether Americans are more consistent in their preferences over time than are Japanese. As hypothesized, there were cultural differences in self-reported ( and ) and actual ( and ) preference consistency over time. Further, cultural differences in preference consistency at the individual level (Study 1) were found to aggregate into collective level differences ( and ) in the consistency of preference trends, such as the popularity of baby names. Implications and future directions are discussed.     

Understanding “Zoom fatigue”: A mixed-method approach

Video conference meetings, which became frequent during the COVID-19 pandemic, might result in exhaustion (so-called “Zoom fatigue”). However, only little is known about “Zoom fatigue,” the objective characteristics shaping it, and the subjective experiences eliciting this phenomenon. Gaining this knowledge is critical for understanding work life during the pandemic. Study 1, a within-person quantitative investigation, tested whether video conferences are exhausting and if objective characteristics (i.e. meeting size, meeting duration, and the presence of the supervisor) moderate “Zoom fatigue”. Employees from Germany and Israel (N = 81) participated in a 2-week study, with meetings nested within persons (n = 988). Results showed that video conferences are exhausting—more than meetings held through other media. However, objective characteristics did not moderate this relationship. In Study 2, qualitative data from Germany and Israel (N = 53) revealed employees' subjective experiences in video conferences that may lead to “Zoom fatigue”. These include, for example, experiences of loss and comparison with the “good old times” before the pandemic. Employees suggested ways to mitigate “Zoom fatigue,” particularly, better management of meetings by leaders. Our results provide empirical support for “Zoom fatigue” and suggest which subjective experiences elicit this phenomenon, opening directions for research and practice.