Category Archives: Thinking

Cognition

Anxiety Undermines Negotiation Performance

Anxious negotiators make lower first offers, end negotiations earlier, and earn lower profits than calmer negotiation counterparts.

Harvard’s Alison Wood Brooks and Maurice E. Schweitzer of University of Pennsylvania found that these negotiations patterns occurred due to participants’ “low self-efficacy” beliefs, meaning that they had low confidence in their negotiation skills.

Brooks and Schweitzer induced anxious feelings or neutral reactions during “shrinking-pie” negotiation tasks.
Negotiators who reported feeling anxious also said they expected to achieve lower profits, presented conservative offers, and responded cautiously to proposals by negotiation counterparts.

Negotiators who achieved better outcomes managed their emotions with strategies including:

Strategic optimism, by calmly expecting positive outcomes, according to University of Miami’s Stacie Spencer and Julie Norem of Wellesley,
Reattribution, by considering alternate interpretations of events.

Approaches with mixed results include:

“Self-handicapping”, defined as creating obstacles to explain poor outcomes and preserve self-esteem, according to University of Rochester’s Andrew Elliott and Marcy Church of St. Mary’s University,

Defensive pessimism, marked by high motivation toward achievement coupled with negative expectations for future challenges, leading to increased effort and preparation, according to Wellesley College’s Julie Norem and Edward Chang of University of Michigan.

Norem and Cantor concluded that defensive pessimists performed worse when they were told that that they could expect to perform well on anagram and puzzle tasks.

Defensive pessimism among university students was related to lower self-esteem, higher self-criticism, more pessimism, and frequent discounting of previous successful performances, according to Norem and Brown’s Jasmina Burdzovic Andreas.

However, they also found that self-esteem increased to almost the same levels as optimists during university years.
Pessimists’ precautionary countermeasures may have resulted in strong performance, which built credible self-esteem.

Defensive pessimism may be an effective approach to managing anxiety and performance motivation.

-*How do you manage anxiety in high-stakes negotiations?

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©Kathryn Welds

Relabeling Anxiety as “Excitement” Can Improve Performance

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People can improve task performance in public speaking, mathematical problem solving, and karaoke singing, by reappraising anxiety as “excitement,” according to Harvard’s Alison Wood Brooks.

Anxiety and excitement have similar physiological arousal profiles, but different effects on performance.

Using silent self-talk messages (“I am excited”) or reading self-direction messages (“Get excited!”) increases alignment between physical arousal and situational appraisal.

“Excitement” is typically viewed as a positive, pleasant emotion that can improve performance, according to Harvard’s Jeremy Jamieson and colleagues.

In contrast, anxiety can drain working memory capacity, and reduce self-confidence, self-efficacy, and performance before or during a task, according to Michael W. Eysenck of University of London.

Efforts to transform anxiety into calmness can be ineffective due to the large shift from negative emotion to neutral or positive emotion and from physiological activation to lower arousal levels, noted Brooks.

Such efforts to calm physiological arousal during anxiety can result in a paradoxical increase in the suppressed emotion, reported Stefan Hofmann and colleagues of Boston University.
However, most people in Woods’ studies said they believed that this is the best way to handle anxiety.

Physiological similarities can confuse experiences of anxiety and excitement, demonstrated in studies by Columbia’s Stanley Schacter and Jerome Singer of SUNY.
Anxiety’s similarity to excitement can be used to relabel high “anxiety” as “excitement.”
This shift can mitigate anxiety’s negative impact on performance.

Brooks elicited anxiety among volunteers by telling them that their task was to present an impromptu, videotaped speech.

For some participants, she explained that it is “normal” to feel discomfort and asked them to “take a realistic perspective on this task by recognising that there is no reason to feel anxious” and “the situation does not present a threat to you…there are no negative consequences...”
She also instructed volunteers to say aloud randomly-assigned self-statements like “I am excited.”

People who stated “I am excited” before their speech were rated as more persuasive, more competent, more confident, and more persistent (spoke longer), than participants who said “I am calm.”

Brooks evaluated peoples’ reactions to another anxiety-provoking task, performing a karaoke song for an audience, and rated by voice recognition software for “singing accuracy” based on:

Volume (quiet-loud),
Pitch (distance from true pitch),
Note duration (accuracy of breaks between notes).

This score determined participants’ payment for participating in the study.

Before performing, she asked participants to make a randomly-assigned self-statement:

“I am anxious,”
“I am excited,”
“I am calm,”
“I am angry.”
“I am sad.”
No statement.

Following their performance, volunteers rated their anxiety, excitement, and confidence in their singing ability.
People who said that they were “excited” had higher pulse rates than other groups, confirming that self-statements can affect physical experiences of emotion.

Volunteers who said “I am excited” had the highest scores for singing accuracy and also for confidence in singing ability.

In contrast, those who said, “I am anxious” had the lowest scores for singing accuracy, suggesting that anxiety is associated with lower performance.

Brooks elicited anxiety on “a very difficult IQ test…under time pressure” that would determine their payment for participation.
To evoke further anxiety, she concluded, “Good luck minimising your loss.”

Before the test, participants read a statement:

“Try to remain calm” or
“Try to get excited.”

Those instructed to “get excited” produced more correct answers than those who tried to “remain calm.”

Reappraising anxiety as “excitement” was related to improved performance in each task.

These reappraisals of physical experiences evoked an “opportunity mind-set” and a “stress-is-enhancing” mind-set, found University of Toronto’s Stéphane Côté and Christopher Miners.
These appraisals enabled superior performance across different anxiety-arousing situations.

In contrast, inauthentic emotional displays can be physically and psychologically demanding, and often reduce performance.

People have “…influence…over…emotions,” according to Woods.
She noted that “Saying ‘I am excited’ represents a simple…intervention…to prime an opportunity mind-set and improve performance…

Advising employees to say ‘I am excited’ before important performance tasks or simply encouraging them to ‘get excited’ may increase their confidence, improve performance, and boost beliefs in their ability to perform well in the future.”

-*How effective have you found focusing on “excitement” instead of “calm” in managing anxiety?

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©Kathryn Welds

Transference in Everyday Life Biases Inferences, Emotional Responses

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-*Do you re-enact scenarios from your past, but with different people?

Sigmund Freud described this experience as “transference,” redirecting feelings toward one person in the past onto a different individual in the present.

The current recipient of feelings may have different characteristics, motivations, and behaviours than the original person, but something about the present individual triggers earlier feelings and actions.

NYU’s Susan Andersen and Alana Baum demonstrated transference in lab studies when they asked volunteers to describe important people in their lives for whom they had positive feelings or negative feelings.
They also described other people’s significant others.

Later, Anderson and Baum described a person seated in the adjacent room, using either emotionally-positive or emotionally-negative descriptions of someone from the volunteer’s life or someone else’s life.

Participants more accurately recalled the stranger’s description when it resembled their own significant other.
Recall was enhanced because the significant other’s description was memorable, suggesting transference.

Transference can lead to biased perceptions and inferences because a trigger memory may be more “accessible” and distinctive, according to Anderson’s collaborators Steve W. Cole and Noah Glassman.

Transference is an outgrowth of attachment to others in the past, according to Queens College’s Claudia Chloe Brumbaugh and R. Chris Fraley of University of Illinois.

Participants in their study read profiles of two potential dating partners: One description resembled a romantic partner from the person’s past, and another description matched a different participant’s former partner.

Volunteers reported feeling more comfortable and more anxious toward potential dating partners described as similar to previous significant others.

Brumbaugh and Fraley noted that participants “applied attachment representations of past partners” to any potential future partner, and when the new partner’s description resembled an important past partner.

Princeton’s Susan Fiske described this transfer of affective responses to a new individual as schema-triggered affect.
Andersen used this framework and a socio-cognitive explanation in a paper with Berkeley’s Serena Chen.

People modify views of themselves and others in transference situations, reported Katrina Hinkley and Andersen.
Volunteers in their research demonstrated biased recall about a new person when the person resembled of a previous significant other.
During a re-test, participants’ recall of the new person’s attributes included elements of themselves when they were with the former significant person.

Transference occurs even when a target person possesses an attribute incompatible with the significant other’s characteristics, found University of Illinois’s Michael W. Kraus with Berkeley’s Chen, Victoria A. Lee, andLaura D. Straus.

Participants demonstrated transference in biased memories and judgments about a person they perceived as similar to a former significant other.

The research team elicited positive impressions even when the target was from a different ethnic group.
This suggests that stigma and discrimination may be reduced by evoking positive transference from past experiences to present actors.

Baum and Anderson observed that participants’ current mood was more positive when the target of their transference resembled their significant other and occupied a similar role to the original person.

Transference in the workplace can be problematic when employees react to one another as they responded to others from the past, introducing unconscious emotional elements to work situations.

-*How do you manage transference reactions in work and social situations?

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©Kathryn Welds

Attractiveness Bias in Groups

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Edward Vul

Individuals were rated as more attractive when they were observed in a group rather than alone, reported University of California, San Diego’s Drew Walker and Edward Vul.

Individuals are generally perceived as similar but not identical to the average group face.
This group average is seen as more attractive than group members’ individual faces, thanks to a perceptual bias called the ”cheerleader effect.”

People who are judged attractive are also ascribed positive characteristics including good health, good genes, intelligence, and success as a result of attribution bias.

Michael Cunningham

There is consensus across cultures and genders on ratings of physical attractiveness, found University of Louisville’s Michael R. Cunningham, Anita P. Barbee and Perri B. Druen, who collaborated with Alan R. Roberts of Indiana University and Chung Yuan Christian University’s Cheng-Huan Wu.

Features rated as most attractive for women include:

High cheekbones and forehead,
Fuller lips,
Large, clear eyes,
Shorter jaw,
Narrower chin,
Waist-to-hips ratio of 7:10,
Body Mass Index (BMI) of 20.85.

Alan Roberts

Women’s weight was not as significantly related to attractiveness as the elements above.

Preferred characteristics for men were:

Large jaw and brow,
Prominent cheekbones,
Broad chin,
Waist-to-hips ratio of 9:10,
About 12 percent body fat.

Smooth skin, shiny hair, and facial symmetry were rated as attractive for both women and men.

Genevieve Lorenzo

Individuals’ physical attractiveness focuses observers’ attention, and enables assessments of personality traits based on brief interactions, according to University of British Columbia’s Genevieve Lorenzo and Jeremy Biesanz with Lauren Human of University of California, San Francisco.

Jeremy Biesanz

Observers more accurately identified personality traits of physically attractive people.
These ratings were more similar to attractive people’s self-reported personality traits.

Lauren Human

Volunteers showed a positive bias toward attractive people and accurately identified the relative ordering of attractive participants’ Big Five personality traits (extraversion, conscientiousness, agreeableness, openness to experience, and emotional stability, also called “neuroticism”).

Nicholas Rule

Raters also accurately evaluated CEOs’ competence, dominance, likeability, maturity, and trustworthiness by viewing photographs of the executives’ faces in a study by University of Toronto’s Nicholas Rule and Nalini Ambady, then of Tufts.

Nalini Ambady

Thirty volunteers assessed CEOs’ “leadership success” based on appearance alone, and these rating were significantly related to profitability of the organizations the CEOs led.

John Graham

CEOs and non-executives compete in an unconscious “corporate beauty contest,” asserted John Graham, Campbell Harvey and Manju Puri of Duke.
Executives who were viewed as attractive are assigned positive attributions, according to these researchers.

Photos of more than 100 white male chief executive officers of large and small companies were paired with with photos of non-executives with similar facial features, hairstyles and clothing.

Campbell Harvey

Nearly 2,000 participants assessed photos and rated CEOs as competent and attractive more frequently than non-executives.
However, volunteers were less likely to rate CEOs as likeable and trustworthy.

Those rated as “competent” earned more money, but in this study, CEO appearance wasn’t associated with company profitability.

Elaine Wong

Specific facial structures, not just attributed personality traits, were associated with superior business results, according to University of Wisconsin’s Elaine Wong and Michael P. Haselhuhn working with Margaret E. Ormiston of London Business School.

Firms that achieved superior financial results tended to have male CEOs with wider faces relative to facial height, particularly among organizations with “cognitively simple leadership teams.”

Margaret Ormiston

Evolutionary biology suggests that specific facial structures may be perceived as associated with trustworthy leadership skills, leading to attributions of competence, and inspiring loyalty to follow.

-*What positive bias do you observe toward attractive individuals in the workplace?

-*How do you harness the positive bias toward attractive individuals?

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©Kathryn Welds

How Accurate are Personality Judgments Based on Physical Appearance?

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Laura Naumann

People pictured in full-body photographs were evaluated by volunteers for likeability, self-esteem, loneliness, religiosity, and political orientation based on their photographed clothing and non-verbal behaviours.

Simine Vazire

This study, conducted by Sonoma State University’s Laura Naumann, with Simine Vazire then of Washington University, teamed with University of Cambridge’s Peter Rentfrow, and Samuel Gosling ofUniversity of Texas, also investigated volunteers’ accuracy in judging Big Five personality traits (Openness, Conscientiousness, Extroversion, Agreeableness, and Neuroticism), proposed by Paul Costa and Robert McCrae of the U.S. National Institutes of Health

Peter Jason Rentfrow

These ratings were compared with evaluations by people acquainted the photographed person.

Samuel Gosling

Observers’ judgments were accurate for extraversion, self-esteem, and religiosity when people were photographed in a standardised pose.
Raters were correct for additional personality traits when judging photographs in spontaneous, informal poses.

Paul Costa

These findings suggest that candid photographs provide more accurate cues to some personality characteristics than planned poses.
People may be able to “manage” perceptions by others based on an intentional body pose.

Robert McCrae

Judgments based on clothing cues were associated with less accurate judgments of personality characteristics.
In contrast, facial expression and posture enabled more accurate judgments.

John Irving

Observers can make accurate inferences about some personality characteristics based on visual cues, according to these findings.

Novelist John Irving’s A Prayer for Owen Meany noted that “Things often are as they appear. First impressions matter,” just as these researchers concluded.

-*How accurate are your judgments of personality traits for people you have not previously met?
-*How accurate are other people’s inferences about your personality traits?

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©Kathryn Welds

Inferring Others’ Thoughts, Intentions, Behavior

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Developing accurate inferences about others’ expectations and possible actions is essential for successful social interactions.

The brain’s process to predict others’ thoughts and behaviors was investigated by University College London’s Demis Hassabis, with R. Nathan Spreng of Cornell University, Vrije Universiteit’s Andrei A. Rusu, Harvard’s Clifford A. Robbins and Daniel Schacter, and Raymond A. Mar of York University.

Volunteers read four accounts of fictional individuals’ personality traits, then imagined each character’s behaviours in different situations.
Afterward, participants underwent fMRI brain scans.

Accurate inferences about characters’ personality traits and behaviours were associated with activity in the medial prefrontal cortex of the brain, demonstrating that “brain activity can reveal what and whom someone is thinking about.”

Other cortical areas were associated with Judgments of people’s degree of agreeableness (Lateral temporal cingulate) and extraversion (posterior cingulate).

These brain regions “code” inferred personality traits in others and synthesise these characteristics into “personality models” that represent individuals and their likely behaviours in new situations.

People can also infer others’emotional intentions through unseen touch, reported Matthew Hertenstein with DePauw University colleagues Brittany Bulleit and Ariane Jaskolka, UC Berkeley’s Dacher Keltner and Betsy App of University of Denver.

Two hundred volunteers in the United States and Spain accurately perceived anger, fear, disgust, love, gratitude, and sympathy through a stranger’s unseen touch on the participants’ arms.

Observers also accurately identified emotions conveyed by touchers’ “tactile displays” toward paired volunteers.

Gian Gonzaga of UCLA collaborated with Keltner and University of Wisconsin’s Daniel Ward to investigate differences in ability to infer emotion among male-female communication pairs.

The researchers attributed high power to one volunteer in a communication pair, then compared interactions when male-female pairs were in an equal-power condition.

Participants who were ascribed high power made less accurate judgments of the communication partner’s emotion.
Individuals who were assigned the low power role reported greater self-consciousness and anxiety.

Men engaged in power behaviours even when female participants were attributed equal power, but displayed fewer power behaviours when both participants were men.
These studies confirm power differentials between women and men.

In addition, male-female pairs misinterpreted the partner’s attempts to convey emotions (“emotion blindness” ).
Male pairs accurately detected anger, but men did not correctly report women’s anger in male-female pairs.
Likewise, women did not accurately detect men’s attempts to convey compassion.

This demonstrates gender-related limitations to accurate empathy and emotionally attuned interpersonal inferences.

-*How do you develop accurate inferences about others’ opinions and behaviours?

-*How do you revise your hypotheses about others’ personalities?

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©Kathryn Welds

Do You Accept Bad Deals?

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Taya Cohen

Agreement bias is the tendency to agree (“settle”) in a negotiation even if the outcome is disadvantageous to one participant.

During negotiation, each participant’s positions and interests may differ.
Skillful negotiators usually end the discussion if they determine that a stalemate is likely.

Leigh Thompson

Negotiators may accept a disadvantageous deal for reasons besides personality traits, explained Carnegie Mellon’s Taya Cohen and Leigh Thompson of Northwestern with University of Toronto’s Geoffrey J. Leonardelli.

◦ Sunk Costs: Participants may wish to achieve any resolution, to derive some sense of value for the invested time and effort (“sunk costs”),

◦ Image: Negotiators may wish to appear likeable,

◦ Erroneous Anchoring Assumption: People may assume that their interests and the negotiation partner’s are mutually exclusive instead of investigating an integrative solution.

◦ Strength in Numbers: Negotiators who are outnumbered by the other negotiation team tend to agree to suboptimal deals.

Geoffrey J Leonardelli

Solo negotiators demonstrated more agreeable behavior, and were more likely to agree to unfavourable conditions.
When solo negotiators were joined by only one person, they avoided unfavourable agreements.

Douglas Jackson

Agreement bias occurs even in anonymous surveys, reported Douglas Jackson, then of Educational Testing Services and Penn State.
This acquiescence bias, is triggered when people agree to survey items no matter the content.

Samuel Messick

Social desirability concern can accelerate agreements in negotiations, surveys, and life, found Jackson and his ETS colleague Samuel Messick, in their factor analysis of Minnesota Multiphasic Personality Inventory (MMPI) items.

Robin Pinkley

Inaccurate judgments of possible settlement options can lead also to unfavourable agreements, noted SMU’s Robin L. Pinkley, Terri L. Griffith of Santa Clara University, and University of Illinois’s Gregory B. Northcraft.

Terri Griffith

Pinkley’s group demonstrated ineffective outcomes when negotiators :

Accurately processed inaccurate or incomplete information
(information availability errors),
Inaccurately processed valid or complete information
(information processing errors).

Gregory Northcraft

-*How do you avoid agreeing to bad deals?

-*How do you reduce Information Availability Errors and Information Processing Errors?

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©Kathryn Welds

Are you Situationally Aware?

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Apollo Robbins

“Inattentional blindness” is an example of distraction and unawareness of the present moment.
Apollo Robbins’ illustrated the potentially serious consequences of inattention in his interactive Las Vegas, USA show, “The Gentleman Thief.”

He tells “targets” in the audience that he is about to steal from them, then uses visual illusions, proximity manipulation, diversion techniques, and attention control, to complete his imperceptible heists.

Unlike in real life, Robbins returns belongings to owners.
Former US President Jimmy Carter’s Secret Service agents were among those who reclaimed their belongings.

These illustrations help people improve perceptual capabilities.
This increased awareness can reduce traffic accidents, industrial mishaps, and security violations.

The U.S. Department of Defense deploys Robbins’ skills at its Special Operations Command research and training facility at Yale University.

Barton Whaley

Defense application of these perceptual manipulation skills were identified by Barton Whaley of the U.S. Naval Postgraduate School and Susan Stratton Aykroyd in their Textbook of Political-Military Counterdeception.

Their historical survey of deception and counter-deception practices noted that amateur magicians’ practices were more advanced than those used by U.S. political or military intelligence analysts in the 1970s.

Stephen Macknik

SUNY Downstate’s Stephen Macknik and Susana Martinez-Conde collaborated with Robbins on Sleights of Mind: What the Neuroscience of Magic Reveals about Our Everyday Deception.

Their empirical results supported Robbins’s observation that the eye will follow an object moving in an arc without looking back to its point of origin.

This perceptual tendency enables Robbins to distract audience members and to remove their possessions from their bodies.

Susana Martinez-Conde

Perceptual errors in illusions can suggest diagnostic and treatment methods for brain trauma, autism, ADHD, and Alzheimer’s disease.

These conditions may improve when patients practice observing illusion performances because they learn to train their attention and to focus on the most important aspects of their environment.

At the same time, they can suppress distractions that lead to disorientation and “inattentional blindness” (intently focusing a single task while overlooking things in plain sight).

Richard Wiseman

Psychologist and illusionist Richard Wiseman of the University of Hertfordshire demonstrated inattentional blindness when viewers failed to notice environmental changes while they focused on a card trick.

Wiseman used these perceptual anomalies as a metaphor.
He suggested that people can recognise opportunities in life when they intentionally increase their attention.

Daniel Levin

Daniel Simons

University of Illinois’s Daniel Simons and Daniel Levin of Vanderbilt University demonstrated that observers were unaware of a person in a gorilla suit walking near people passing a basketball .

With Harvard’s Christopher Chabris, Simons reported that half of the observers said they missed this unusual detail when they focused on counting the number of ball passes by one team.

Christopher Chabris

However, the same people easily recognized the gorilla when they were not asked to focus on a distraction task.

Edward Vogel

This finding shows that most people are unable to effectively “multitask” because they have limited ability to hold a visual scene in short-term memory (VSTM), suggested University of Chicago’s Edward K. Vogel and Maro Machizawa of Hiroshima University and separately by Vanderbilt’s René Marois and J. Jay Todd.

Gustav Kuhn

Gustav Kuhn of University of London collaborated with illusionist Alym Amlani and Ronald Rensink of University of British Columbia to classify cognitive, perceptual, and physical contributors in Towards a Science of Magic:

Ronald Rensink

Physical misdirection by a magician’s gaze or gesture,
Psychological misdirection with a motion or prolonged suspense,
Optical illusions that distort the size of an object,
Cognitive illusions to prolong an image after the object has been removed,
Physical force and mental force influence “freely chosen” cards.

Rene Marois-J Jay Todd

Perceptual and cognitive illusions can cause people not to see things that are present.
This effect can lead to overlooking interpersonal cues, life opportunities.
and more dangerously, inattention in traffic accidents, and victimization.

Mindful awareness helps people pay attention to the present experience and to opportunities and to mitigate potential perceptual misinformation.

-*How to you maintain focus to reduce “inattentional blindness”?

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Working toward Goals with “Implementation Intentions”

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Heidi Grant Halvorson

People are motivated by goals that enable:

Relatedness to others,
Competence in skillful performance,
Autonomy in directing effort, according to Columbia’s Heidi Grant Halvorson.

Juliana Breines

She advocated working toward “better” performance rather than focusing on achieving the goal.

This can be accomplished by acknowledging mistakes and practicing self-compassion, suggested by Berkeley’s Juliana Breines and Serena Chen, and University of Texas‘s Kristin Neff.

The Relatedness-Competence-Autonomy model aligns with Daniel Pink’s suggestion that meaningful goals enable two similar features and one different element:

Daniel Pink

Autonomy (same): Controlling work content and context,
Mastery (like Competence): Improving skill over time through persistence, effort, corrective feedback,
Purpose (in contrast to Relatedness): Being part of an inspiring goal.

Halvorson suggested ways to move closer toward goals:

Serena Chen

-Consider the larger context of specific productive actions,

-Define reasons for doing what needs to be done – the “why,”

-Use “implementation intentions” to prepare responses for challenging situations: If X, then Y.

–If “x” occurs (specify time, place, circumstance),
-Then I will respond by doing, thinking, saying “y.”

Kristin Neff

-Apply implementation intention routines (habits) for “strategic automation” to reduce decision-overload that may undermine self-control,

-Focus on something interesting for five minutes to evoke positive feelings,

-Review “small wins” and progress toward goals.

Goal persistence can be increased, reported Stanford’s Teresa Amabile and Steven Kramer in a study of employees at seven companies.

Teresa Amabile

They found that “catalysts” and “nourishers” continue movement toward goals.
She recommended capitalising on preferred motivational style:

-“Promotion-focused” (maximise gains, avoid missed opportunities, powered by optimism),
-“Prevention-focused” (minimise losses, variance, powered by cautious pessimism),

Carol Dweck

Halvorson collaborated with Stanford’s Carol Dweck and quoted Henry Ford: “Whether you think you can or think you can’t, you’re probably right” to underscore the value of optimistic engagement with goals.

Henry Ford

They synthesized Dweck’s work on “mindsets” with Halvorson’s recommendations for :
-Setting,
-Monitoring,
-Protecting,
-Executing,
-c\Celebrating goals.

An earlier post outlined Dweck’s definitions of mindsets:

• Fixed Mindset: Belief that personal capabilities are limited to present capacities, associated with fear, anxiety,

• Growth Mindset: View that personal capabilities can expand based on:
-Commitment,
-Effort,
-Practice,
-Instruction,
-Correcting mistakes,
-Collaboration.

Peter Gollwitzer

Columbia’s Peter Gollwitzer refined “mindsets” by distinguishing the Deliberative Mindset of evaluating which goals to pursue from the Implementation Mindset of planning goal execution.

His team found that the Deliberative Mindset is associated with:

- Accurate, impartial analysis of goal feasibility and desirability,
- Open-mindedness.

In contrast, the Implementation Mindset is linked to:

- Optimistic, partial analysis of goal feasibility and desirability,
- Closed-mindedness.

Halvorson, Dweck and Gollwitzer translated their research on self-determination and motivation into practical recommendations for goal seekers:

- Adopt a supportive “mindset,”
- Practice “self-compassion” when encountering setbacks to achieving goals,
- Design effective responses to anticipated challenging situations,
- Use “implementation intentions” and “strategic automation” toward goals,
- Consider incremental progress toward goals.

-*What approaches help you work toward goals?

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Women Who Express Anger Seen as Less Influential

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Jessica Salerno

Women who expressed anger were less likely to influence their peersin computer-mediated mock jury proceedings, found Arizona State University’s Jessica Salerno and Liana Peter-Hagene of University of Illinois.

Liana Peter-Hagene

More than 200 U.S. jury-eligible volunteers reviewed opening arguments and closing statements, eyewitness testimonies, crime scene photographs, and an image of the alleged weapon in a homicide.

Participants made individual verdict choices, then exchanged instant messages by computer, with “peers” who were said to be “deliberating their verdict decisions.”

In fact, “peer” messages were scripted, with four of the fictional jurors agreeing with the participant’s verdict, and one disagreeing.
In different test conditions, the dissenting participant had 1) a male user name or 2) a female user name or 3) a gender-neutral name.

Victoria Brescoll

Half of the dissenting messages contained no emotion, anger, or fear, and had no influence on participants’ opinions.

However, when a single “male dissenter” sent angry messages, characterized by “shouting” in all capital letters, participants’ confidence in their verdict decision significantly dropped.
This confidence-eroding effect of one “male dissenter” held even when the majority of “jurors” shared the same opinion.

A single female dissenter who expressed disagreement in an angry message did not undermine the other juror’s confidence in their decisions.

This finding suggests that a single male dissenter’s angry communication causes people to doubt their opinions, and that “female” anger was less influential than “male” anger.

In contrast, volunteers became more confident in their initial verdict decisions when their vote was echoed by the majority of other participants.

Eric Luis Uhlmann

Male and female evaluators assigned lower status to female CEOs and female trainees when they expressed anger, compared with angry male professionals in research by Yale University’s Victoria Brescoll and Eric Luis Uhlmann, now of INSEAD.

Kristi Lewis Tyran

Men who expressed anger in a professional context were conferred higher status than men who expressed sadness.

Likewise, women who expressed anger and sadness were rated less effective than women who shared no emotion, according to Kristi Lewis Tyran of Western Washington University.

Evaluators judged men’s angry reactions more generously, attributing these emotional expressions to external circumstances, such as experiencing pressure and demands from others.

These differing judgments of emotional expression suggest that women’s anger is more harshly evaluated because anger expressions deviate from women’s expected societal, gender, and cultural norms.

-*What impacts and consequences have you observed for women and men who express anger at work?

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Kathryn Welds, PhD | Curated Research + Commentary

Consulting Organizational Psychologist | Change Consultant | Leadership+Career Master Coach | Coach Supervisor+Mentor Coach |

Category Archives: Thinking

Anxiety Undermines Negotiation Performance

Relabeling Anxiety as “Excitement” Can Improve Performance

Transference in Everyday Life Biases Inferences, Emotional Responses

Attractiveness Bias in Groups

How Accurate are Personality Judgments Based on Physical Appearance?

Inferring Others’ Thoughts, Intentions, Behavior

Do You Accept Bad Deals?

Are you Situationally Aware?

Working toward Goals with “Implementation Intentions”

Women Who Express Anger Seen as Less Influential

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