Creative Problem Solving in Small Groups: The Effects of Creativity Training on Idea Generation,Solution Creativity,and Leadership Effectiveness

This investigation evaluated the degree to which creativity training, idea generation instruction, and creative process impacted idea production, creativeness of solutions, and leadership effectiveness. Three sets of hypotheses were tested with a 114 groups of adults. First, groups whose members had some (i.e., one CPS course) or advanced training (i.e., graduate-level study in creativity or creativity professionals) were significantly more effective at idea generation than groups without training. Furthermore, leaders with some and advanced training were perceived to be significantly more effective than those with no creativity training. With respect to creativeness of solutions, the advanced training groups outperformed all others. The second set of hypotheses focused on the effectiveness of idea generation instruction (i.e., instructions without brainstorming, brainstorming, and brainstorming with criticism). Analysis revealed no significant difference for idea generation instruction relative to idea production or creativeness of solutions. The final set of hypotheses examined the use of a simple process structure for groups without prior creativity training (i.e., distinct phases for idea generation and solution development). Analysis revealed that those meetings that followed a simple process structure out performed groups that did not follow a process for both idea generation and creativeness of solutions. Further results are presented and implications discussed.     

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.     

Provision of step-level public goods with continuous contribution

Twelve groups of five subjects each participated in a nonco-operative game in which each member of a group receives the same endowment and must then decide independently and anonymously how much of it to contribute to the group benefit. Regardless of the size of his or her contribution, each member receives the same reward if, and only if, the sum of contributions is equal to or larger than a prespecified provision threshold. The results show that the level of contribution depends on the provision threshold, and that it increases when contributions are not restricted to be all-or-none. We present, discuss, and competitively test two models for this class of social dilemmas, one postulating maximization of expected utility and the other yielding an equitable solution.     

Visual context processing and its development in gamers and non-gamers

Visual context processing was investigated in both action video game players and nonplayers using the Ebbinghaus illusion task (N = 312, 39.4% female) in a cross-sectional study design. When presented in context, players showed markedly poorer target size discrimination accuracy compared with nonplayers in the 6-, 7-, 8-, and 9-years old age groups, but this difference was reduced in 10-years old group and diminished in adults. When presented in isolation (no-context), the two groups displayed similar performance in all age groups. Furthermore, nonplayers (linear) and players (bell curve) showed profoundly different age-related differences in context processing. These findings provide evidence that players might have enhanced perceptual bias to process visual context in the transition from early childhood to early adolescence, and the differences between the two groups start at early ages and continue with distinct developmental profiles.     

Developing the social identity theory of leadership: Leader agency in leader group prototypicality

The social identity theory of leadership is a unique perspective in leadership research in capturing how responses to leadership are informed by how the leader is perceived through the lens of the group identity shared by leaders and followers. I review the theory in broad strokes to make the case that a particularly valuable future development of the theory is to complement the theory's emphasis on group member (follower) perceptions of leader group prototypicality, the extent to which the leader is perceived to embody the group identity, with theory and evidence speaking to leader agency in influencing such perceptions.     

Behavioral consequences of intergroup sensitivity

Communication of criticism between groups is important to productive societal discourse, but may serve to inflame conflict. The defensive rejection of intergroup, relative to intragroup, criticism (intergroup sensitivity effect [ISE]) may contribute to such divides. The ISE has been observed in self-report measures, but such measures are weak and biased predictors of actual (divisive) behavior. We review recent research demonstrating that the ISE does have costly behavioral consequences. We next consider the debate concerning whether the ISE reflects defense of a valued social identity or enforcement of a conversational norm. We therefore review recent evidence for an ISE among individuals lacking identification with the target of the criticism. Third, we examine how the ISE may affect a variety of behaviors relevant to societal divisions, including political reconciliation, environmental sustainability, and vaccination. Lastly, we outline future research that can clarify the underlying mechanisms of the ISE and promote conciliatory intergroup behavior.     

INCREASING CALORIE CONSUMPTION IN CHILDREN WITH CYSTIC FIBROSIS: REPLICATION WITH 2-YEAR FOLLOW-UP

Three mildly malnourished children with cystic fibrosis and their parents participated in a behavioral group-treatment program that focused on promoting and maintaining increased calorie consumption. Treatment included nutritional education, gradually increasing calorie goals, contingency management, and relaxation training, and was evaluated in a multiple baseline design across four meals. Children's calorie intake increased across meals, and total calorie intake was 32% to 60% above baseline at posttreatment. Increased calorie consumption was maintained at the 96-week follow-up (2 years posttreatment). The children's growth rates in weight and height were greater during the 2 years following treatment than the year prior to treatment. Increases in pace of eating and calories consumed per minute were also observed 1 year posttreatment. These findings replicated and extended earlier research supporting the efficacy of behavioral intervention in the treatment of malnutrition in children with cystic fibrosis.     

Group Wrongs and Guilt Feelings

Can it ever be appropriate to feel guilt just because one's group has acted badly? Some say no, citing supposed features of guilt feelings as such. If one understands group action according to my plural subject account of groups, however, one can argue for the appropriateness of feeling guilt just because one's group has acted badly - a feeling that often occurs. In so arguing I sketch the plural subject account of groups, group intentions and group actions: for a group to intend (in the relevant sense) is for its members to be jointly committed to intend that such-and-such as a body. Individual group members need not be directly involved in the formation of the intention in order to participate in such a joint commitment. The core concept of joint commitment is in an important way holistic, not being reducible to a set of personal commitments over which each party holds sway. Parties to a group intention so understood can reasonably see the resulting action as "ours" as opposed to "theirs" and thus appropriately respond to the action's badness with a feeling of guilt, even when they themselves are morally innocent in the matter. I label the feeling in question a feeling of "membership guilt." A number of standard philosophical claims about the nature of guilt feelings are thrown into question by my argument.     

群体绩效和团队效能研究的新进展

近几年来 ,在群体和团队方面的研究比较活跃 ,并取得了不少新的进展。本文在近几年的国内外文献的基础上 ,着重讨论几个与群体绩效有关的长期存在的问题 ,主要包括群体构成、凝聚力、激励、领导、群体目标等因素。同时探讨团队与组织之间的内在联系。然后 ,讨论团队效能研究中的几个开放性问题 ,以及将来研究的新动向新趋势。最后 ,对影响团队效能的几个关键的调节因素作一简要的讨论。