Team members
A Laughing Matter: Patterns of Laughter and the Effectiveness of Working Dyads
Lu Wang et al.
Organization Science, September-October 2016, Pages 1142-1160
Abstract:
Poor communication in teams has been found to result in disappointing team performance. Integrating research on team communication and laughter, we tested hypotheses about the relationship between working dyads’ patterns of laughter and their open communication and effectiveness. We examined two patterns of laughter: shared laughter occurs when both individuals laugh frequently in a dyad, and unshared laughter occurs when one individual in a dyad laughs frequently, but the other does not. Using data collected from 93 flight simulations in two aviation courses, we found that dyads engage in more open communication and are more effective when one member laughs frequently, but the other member does not. In addition, we found that the agreeableness of a dyad member reduces team effectiveness by increasing the likelihood of shared laughter. These results highlight the important role of laughter in team interactions and expand the growing literature on the role of emotions in teams.
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Amit Goldenberg et al.
Social Psychological and Personality Science, forthcoming
Abstract:
For decades, increasing intergroup contact has been the preferred method for improving cooperation between groups. However, even proponents of this approach acknowledge that intergroup contact may not be effective in the context of intractable conflicts. One question is whether anything can be done to increase the impact of intergroup contact on cooperation. In the present study, we tested whether changing perceptions of group malleability in a pre-encounter intervention could increase the degree of cooperation during contact encounters. Jewish and Palestinian-Israeli adolescents (N = 141) were randomly assigned either to a condition that taught that groups are malleable or to a coping, control condition. During a subsequent intergroup encounter, we used two behavioral tasks to estimate the levels of cooperation. Results indicated that relative to controls, participants in the group malleability condition showed enhanced cooperation. These findings suggest new avenues for enhancing the impact of contact in the context of intractable conflicts.
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Troels Bøggild & Lasse Laustsen
Leadership Quarterly, forthcoming
Abstract:
This article argues that followers' preferences for dominant leadership vary according to two types of exploitation risks from other individuals within the group. Previous work demonstrates that contexts of inter-group war and peace make followers prefer dominant- and non-dominant-looking leaders, respectively. We add an intra-group perspective to this literature. Four original studies demonstrate that contexts with high risks of free-riding and criminal behavior from other group members (i.e., horizontal exploitation) increase preferences for dominant-looking leaders, whereas contexts with high risks of unresponsive, self-interested behavior from leaders themselves (i.e., vertical exploitation) decrease preferences for dominant-looking leaders. Moreover, within this framework of intra-group exploitation risks we show that followers prefer leaders from another vis-à-vis their own ethnic coalition to look less dominant, and that this difference is driven by enhanced concerns for vertical exploitation from ethnically different leaders. The findings add new insights on appearance-based voting and electoral difficulties facing minority candidates.
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Ask in person: You're less persuasive than you think over email
Mahdi Roghanizad & Vanessa Bohns
Journal of Experimental Social Psychology, forthcoming
Abstract:
Research has found people underestimate the likelihood strangers will comply with their direct requests (Bohns, 2016; Flynn & Lake (Bohns), 2008). Here we argue this “underestimation-of-compliance effect” may be limited to requests made face-to-face. We find when making direct requests over email, requesters instead overestimate compliance. In two studies, participants asked strangers to comply with requests either face-to-face or over email. Before making these requests, requesters estimated the number of people they expected to say “yes”. While requesters underestimated compliance in face-to-face contexts, replicating previous research, they overestimated compliance in email contexts. Analyses of several theorized mechanisms for this finding suggest that requesters, anchored on their own perspectives, fail to appreciate the suspicion, and resulting lack of empathy, with which targets view email requests from strangers. Given the prevalence of email and text-based communication, this is an extremely important moderator of the underestimation-of-compliance effect.
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Florian Landkammer & Kai Sassenberg
Journal of Experimental Psychology: General, forthcoming
Abstract:
Numerous studies comparing the effects of competition and cooperation demonstrated that competition is detrimental on the social level. However, instead of purely competing, many social contexts require competing while cooperating with the same social target. The current work examined the consequences of such “co-opetition” situations between individuals. Because having to compete and to cooperate with the same social target constitutes conflicting demands, co-opetition should lead to more flexibility, such as (a) less rigid transfer effects of competitive behavior and (b) less rigidity/more flexibility in general. Supporting these predictions, Studies 1a and 1b demonstrated that co-opetition did not elicit competitive behavior in a subsequent task (here: enhanced deceiving of uninvolved others). Study 2 showed that adding conflicting demands (independent of social interdependence) to competition likewise elicits less competitive transfer than competition without such conflicting demands. Beyond that, co-opetition reduced rigid response tendencies during a classification task in Studies 3a and 3b and enhanced flexibility during brainstorming in Study 4, compared with other forms of interdependence. Together, these results suggest that co-opetition leads to more flexible behavior when individuals have to reconcile conflicting demands. Implications for research on social priming, interdependence and competition in everyday life are discussed.
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Alixandra Barasch, Emma Levine & Maurice Schweitzer
Organizational Behavior and Human Decision Processes, November 2016, Pages 184–206
Abstract:
Across six studies, we examine how the magnitude of expressed happiness influences social perception and interpersonal behavior. We find that happiness evokes different judgments when expressed at high levels than when expressed at moderate levels, and that these judgments influence opportunistic behavior. Specifically, people perceive very happy individuals to be more naïve than moderately happy individuals. These perceptions reflect the belief that very happy individuals shelter themselves from negative information about the world. As a result of these inferences, very happy people, relative to moderately happy people, are more likely to receive biased advice from advisors with a conflict of interest and are more likely to be chosen as negotiation partners when the opportunity for exploitation is salient. Our findings challenge existing assumptions in organizational behavior and psychology by identifying a significant disadvantage of expressing happiness, and underscore the importance of examining emotional expressions at different magnitudes. We call for future work to explore how the same emotion, experienced or expressed at different levels, influences judgment and behavior.