Category Archives: Thinking

Thinking

Knowing without Knowing – Implicit Learning in Action

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Lyn Abramson

Lyn Abramson

Implicit learning – knowing without conscious awareness – has positive effects like accelerating foreign language learning and developing more secure computer authentication systems.
It also has negative consequences like prejudiced, biased decision-making.
All of these effects require sufficient sleep to enable memory consolidation of implicit learning.

Patricia Devine

Patricia Devine

When implicit learning leads to inaccurate beliefs about others, the result is often prejudiced behavior.
In contrast,  when biased perceptions are about one self, they can lead to feelings of depression, anxiety, or grandiosity, according to University of Wisconsin’s William T. L. Cox, Lyn Abramson and Patricia Devine with Steven Hollon of Vanderbilt.

Brian Nosek

Brian Nosek

A validated way to identify hidden beliefs about race, age, gender, weight, and more is the Implicit Association Test, developed by University of Virginia’s Brian Nosek, Mahzarin Banaji of Harvard and University of Washington’s Anthony Greenwald.

Mahzarin Banaji

Mahzarin Banaji

Banaji and Greenwald’s popular book provides numerous examples of frequently used thinking short cuts that lead to biased beliefs, decisions, judgments, and behaviors.

Anthony Greenwald

Anthony Greenwald

Similarly, most people make quick assessments of others based on appearance using habitual strategies that don’t account for perceptual limitations, noted journalist Joseph Hallinan, who summarized research on bias, misperceptions, and judgment errors.

Joseph Hallinan

Joseph Hallinan

He cited the impact of situational framing on decision making:  When a decision option is posed as a potential gain, most people are less inclined to take risky decisions.
However, they are more willing to take risks if the option is positioned as a possible loss.

Kara Morgan-Short

Kara Morgan-Short

Implicit language learning was demonstrated by “immersion” listening to multiple native speakers.
University of Illinois at Chicago’s Kara Morgan-Short teamed with Karsten Steinhauer of McGill University and Georgetown’s Cristina Sanz and Michael T. Ullman to conduct brain scans on these language learners, and found they showed “native-like language processing.”
By contrast, explicit grammar training did not improve language learning.

Karsten Steinhauer

Karsten Steinhauer

Likewise, implicit learning principles can increase computer security authentication, useful in high-security nuclear plants or military facilities that usually require the code-holder to be physically present.

Cristina Sanz

Cristina Sanz

Security can be compromised when attackers:

  • Steal the user’s hardware token,
  • Fake the user’s identify through biometrics,
  • Coerce the victim into revealing the secret key or password (“rubber hose cryptanalysis”).
Hristo Bojinov

Hristo Bojinov

“Unconscious knowledge” is a highly secure approach to biometrics authentication, demonstrated by Stanford University’s Hristo Bojinov and Dan Boneh, collaborating with Daniel Sanchez and Paul Reber of Northwestern and SRI’s Patrick Lincoln.

They included implicit learning principles in a computer game to subliminally deliver a security password without the user’s conscious awareness of the password.

Paul Reber

Paul Reber

Players “intercepted” falling objects in one of six non-random positions on a computer game screen by pressing a key corresponding to the screen position.
The game repeated a hidden sequence of 30 successive positions more than 100 times during game play.

Players made fewer errors when they encountered this sequence on successive rounds, suggesting they implicitly learned the sequence.
Skill re-tests after two weeks demonstrated that players retained this learned skill, but they were unable to consciously reconstruct or recognize fragments of the planted code sequence.

Patrick Lincoln

Patrick Lincoln

Team Bojinov’s implicit learning game demonstrated a new method of highly secure authentication that resists “rubber hose cryptanalysis” by implicitly training the user to enact the password without conscious knowledge of the code.
Their new project analyzes the rate of forgetting implicitly learned passwords and optimal frequency of security authentication refresher sessions.

However, this innovation in security authentication is dependent on the authenticator having sufficient sleep to consolidate implicit learning in memory, found Innsbruck Medical University’s Stefan Fischer, I. Wilhelm, and J. Born, who examined sleep’s impact on implicit memory formation in children ages 7- 11 and 12 young adults between ages 20 and 30.

Fischer’s team measured serial reaction time task before and after eight implicit learning sessions concentrated on rules underlying grammatical and non-grammatical language structures.
Most volunteer responded quickly, demonstrating implicit rule understanding, even though they couldn’t explain why their performance improved.

When adult participants had an interval of sleep between training sessions, their response times were quicker.
In contrast, well-rested children did not show a similar performance improvement, suggesting that sleep actually interferes with implicit performance gains among children.

Implicit learning can boost performance, seemingly “effortlessly,” but requires sufficient sleep to consolidate longer term performance improvements.
These findings are another argument against sleep deprivation in “Crunch Time” all-night work marathons.

-*How do you capitalize on implicit learning to improve performance?

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Clearly-Imagined Future Self Enables More Effective Goal Planning

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Most people choose near-term payoffs over distant benefits, often leading to poor outcomes when the future arrives.

Hal Hersfield

Hal Hersfield

Many individuals have difficulty envisioning a personal future because a distant time horizon is more abstract than the tangible reality of an extended present.
This bias toward short-term rewards generally leads to inadequate planning for future eventualities, like health care and financial requirements.

However, making the intangible future more concrete alters this near-term preference.

Laura Carstensen

Laura Carstensen

Volunteers received a visual aid to clearly imagining a future self by viewing a current photo of themselves or a digitally-aged photo from the same present-day view in a study by NYU’s Hal Hershfield collaborating with Daniel Goldstein of London Business School, Stanford’s  William F. Sharpe, Laura Carstensen, Jeremy Bailenson, and Leo Yeykelis plus Jesse Fox of Ohio State University.

Jeremy Bailenson

Jeremy Bailenson

The team asked participants in each group to estimate the amount of their income they would save for retirement.
People who saw their aged photos said they would save substantially more money than those who saw the present-day image.

Leo Yeykelis

Leo Yeykelis

When participants interacted with realistic, immersive age-progressed renderings of themselves, they tended to defer present rewards for future monetary rewards.

Hershfield and collaborators argued that the aged photos are vivid, less-deniable glimpses of a personal future.
These images enabled people to more realistically imagine their distant future lives by enhancing their experience of “self-continuity” over time.

Jesse Fox

Jesse Fox

Financial planners, health care advisors, and life insurers have applied these findings by developing a commercial version of this future self-image, to enable people to develop more realistic savings and retirement strategies for a tangible future self.

Emily Pronin

Emily Pronin

Another team’s findings supported Hershfield’s suggestion that people view their future selves as “other” and alien rather than personally relevant and meaningful.

Christopher Olivola

Christopher Olivola

Princeton’s Emily Pronin, Christopher Olivola, now of University of Warwick and Kathleen Kennedy, now of Columbia, asked participants to estimate the amount of an unsavory liquid mixture they would be willing to drink immediately and in several months to advance scientific knowledge.
In addition, volunteers estimated the amount of this liquid that another participant should drink.

Kathleen Kennedy

Kathleen Kennedy

Most volunteers judged that they would drink more in the future and that others should drink about the same amount.
However, participants estimated that they would drink only about half as much if consumed immediately.

This suggests that judgments about the future self and unknown other people are similarly distant from the present self.

These time perception biases include:

  • Quasi-hyperbolic time discounting, which leads most people to make an inter-temporal choice for a smaller payoff in the present instead of a larger payoff in the future.
    They attributed this trend to discounting a less-imaginable future payoff for a more tangible, nearer-term benefit.
  • Affective forecasting errors, described in a previous blog post, leading to inaccurate predictions of future choices, preferences, emotional reactions, and behaviors due to:
    • Projection bias — Assuming that a present state will occur at a future time in a different circumstance,
    • Impact bias — Overestimating future emotional responses to adverse events, and underestimating adaptability and coping,
    • Narrow bracketing — Considering individual decisions and outcomes without reference to context or long-term additive effects with other decisions and circumstances.

-*How do you overcome biases to plan for future goals and needs?

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Stigma Contagion When Women Predominate in Groups

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Women in Engineering or Information Technology organizations may find themselves the only person using the women’s restroom, one advantage in light of well-documented workplace challenges associated with minority status.
Men face similar challenges when they work in Human Resources, Marketing, or Communications, where more women are employed.

Rosabeth Moss Kanter

Rosabeth Moss Kanter

Vicki Belt

Vicki Belt

Despite potential isolation of experiencing gender minority status, Harvard’s Rosabeth Moss Kanter advised women who wish to advance: ”avoid the Ps: Personnel, Public Relations, Purchasing, to avoid being “pigeonholed in a female ghetto.”
This recommendation was validated by Vicki Belt, then of University of Newcastle, and noted that technical women often intentionally avoided female-dominated groups.

Tessa West

Tessa West

In fact, both women and men held implicit biases against women-dominated groups, found Research by NYU’s Tessa West, Madeline Heilman, Lindy Gullett, and Joe Magee with Corinne Moss-Racusin of Yale University.

Madeline Heilman

Madeline Heilman

The team organized five-person groups to perform “a male-typed cooperative task” as quickly as possible.
Groups differed in proportion of women to men:

  • 2 women and 3 men
  • 3 women and 2 men
  • 4 women and 1 man.
Lindy Gullett

Lindy Gullett

Groups with more women performed equally well as the group with more men.

Joe Magee

Joe Magee

However, when the number of women increased in the work groups, participants’ evaluations of  the group’s effectiveness decreased. Similarly, both women and men offered lower ratings participants’ contributions when more women were in the work group.
Both men and women in the same group judged their own team mates more harshly when their groups have a greater proportion of women.

Corinne Moss-Racusin

Corinne Moss-Racusin

Group gender composition also negatively affected team cohesiveness:  After 10 weeks, those who worked in groups with more women said they were less interested in working together again.

West and team suggested that women in work groups may be subject to “stigma-by-association,” when negative evaluations of a stigmatized individual spread to an associated individual.
As a result, men who work with women may be subject to a “contagion effect” and may be perceived as having similar stereotypic strengths and weaknesses.

Carol Kulik

Carol Kulik

Hugh Bainbridge

Hugh Bainbridge

The prevalence of stigma-by-association in the workplace was conceptualized by University of South Australia’s Carol Kulik with Hugh Bainbridge of University of New South Wales and University of Melbourne’s Christina Cregan in a “masculine” performance task.
Women were evaluated as less competent at “masculine” tasks, and this negative evaluation was also assigned all group members through stigma contagion.

Michelle Haynes

Michelle Haynes

NYU’s Heilman extended her work on women’s perceptions of their capabilities in an ingeniously-designed study with Michelle Haynes of the University of Massachusetts, Lowell.

They asked participants to work remotely with another person on tasks traditionally associated with a male role:  Acting as a managing supervisor at an investment company.
Volunteers were paired with male or female “partners,” but each volunteer actually acted alone without a teammate.

When female participants received positive group feedback, they “gave away” credit to men “teammates” unless their contribution was specific and indisputable.
However, women showcased their accomplishments when they worked with female “partners.”
Women systematically undervalued their contributions to group problem-solving when they collaborated on teams with men, but not when they work with other women.

This study demonstrated that women’s expectations and beliefs about their work contexts, themselves, their peers, and organizational superior influence how they construe group feedback on performance.
Women may continue to limit their advancement when they implicitly accept micro-inequities and limiting performance stereotypes.

Anita Wooley Williams

Anita Wooley Williams

An unexpected positive finding about women’s role in work groups emerged from work by Carnegie Mellon University‘s Anita Williams Woolley, with Christopher F. Chabris of Union College, and MIT’s Alexander Pentland, Nada Hashmi, and Thomas W. Malone, who demonstrated that the “collective intelligence” of collaborative group members exceeds the cognitive abilities of individual members.

Christopher Chabris

Christopher Chabris

In fact, the average and maximum intelligence of individual group members did not significantly predict the performance of their groups overall.

Alexander Pentland

Alexander Pentland

This means that a group’s performance is more dependent on interaction behaviors and norms than on individual cognitive capabilities.
These findings support Emotional Intelligence theory’s assertion that self-management and interpersonal behaviors are more important to individual achievement than measured intelligence.

Nada Hashmi

Nada Hashmi

Wooley’s team assigned nearly 700 volunteers to groups ranging between two and five members to work on visual puzzles, negotiations, brainstorming, games and complex rule-based design assignments.
Collective intelligence of each group accounted for only about 40 percent of the variation in performance on this wide range of tasks.

Thomas W. Malone

Thomas W. Malone

The remaining 60% contribution to collective intelligence depends on members’ “social sensitivity“:  Accurately perceiving each other’s emotions, and ability to more equally share conversational turns.
Groups with more women excelled in both capabilities, and the team noted that accurate social perception and conversational turn-taking skills that may be further developed with attention and effort.

-*How can workplace Inclusion and Diversity programs mitigate the impact of stigma-by-association?

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Asking Yourself Questions Enhances Performance More Than Self-Encouragement

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-*Do affirmative self-statements actually help people perform better?

Joanne Wood

Joanne Wood

It depends, found University of Waterloo’s Joanne Wood  and John W. Lee with Wei Qi “Elaine” (Xun) Perunovic of University of New Brunswick confirmed that  people often use positive self-statements and believe them to be effective.

However, two experiments demonstrate that the value of positive self-statements depends on the individual’s level of self-esteem.

Participants with low self-esteem who repeated a positive self-statement (“I’m a lovable person”) felt worse than people who used no positive self-statement.
They also felt worse than the comparison group when they focused on how the statement was only true.

William Swann

William Swann

Wood’s teamed referred to William Swann’s Self-Verification Theory, which suggests that people prefer that others see them as they see themselves as an explanation of these results.

Swann, of University of Texas at Austin posited that if someone has low self-esteem, a positive self-statement is inconsistent with the person’s experience and self-assessment.
As a result, it would not have “the ring of truth”, and would not have the intended bolstering effect on self-confidence and self-esteem.

This view was validated when participants with high self-esteem felt better when they repeated the positive self-statement statement and when they focused on how it was true.

Ibrahim Senay

Ibrahim Senay

Ibrahim Senay of Istanbul Sehir Universitesi, Penn’s Dolores Albarracin, and Kenji Noguchi of the University of Southern Mississippi investigated the relative impact of “declarative” self-talk, such as “positive thinking” or affirmations (“I will prevail!”) espoused by Maxwell Maltz, Norman Vincent Peale, Napoleon Hill, Dale Carnegie, and Anthony Robbins.
They compared this well-known self-improvement practice with “interrogative” self-talk, such as introspective self-inquiry (“Can I prevail?”).

Dolores Albarracín

Dolores Albarracín

Half the participants spent one minute asking themselves whether they would complete a series of anagrams before that actually began to work on the anagrams, whereas the other half to told themselves that they would complete the task.
Surprisingly to advocates of self-affirmation, the self-questioning group solved significantly more anagrams than the self-affirming group.

Kenji Noguchi

Kenji Noguchi

The researchers extended and replicated the finding by asking one group of volunteers to write “Will I” 20 times before attempting to solve the anagrams.
Another group wrote “I will” 20 times, and the third group wrote “Will” 20 times.
Those were “primed” with the self-questioning “Will I” solved nearly twice as many anagrams as people in the other groups.

Ibrahim Senay-Dolores Albarracín-Kenji Noguchi diagramAlbarracin suggested that “asking questions forces you to define if you really want something…even in the presence of obstacles,” so is more effective than possibly unrealistically-positive self-affirmations.
The researchers suggest that interrogative self-talk, like interrogative discussions in behavioral counseling, persuasive messages in advertising, editorials, or legal settings, and culturally “polite” behavioral requests, may elicit more intrinsically-motivated action and goal-directed behavior.

Mark Lepper

Mark Lepper

Routinely predictable extrinsic rewards can extinguish intrinsic motivation, found Stanford’s Mark Lepper and David Greene collaborated with Richard Nisbett of University of Michigan.

Richard Nisbett

Richard Nisbett

In fact, interrogative self-talk may counteract suppressors to intrinsic motivation and seems to be a learnable practice that may be transferred or “generalized” from individualized learning in counseling settings.

 

Robert Burnkrant

Robert Burnkrant

This form of inquiry can be persuasive because it focuses the listener’s attention to the argument itself if the question isn’t especially relevant to the listener, or to the message’s source if is more pertinent, reported Rohini Ahluwalia of University of Minnesota, Ohio State’s Robert Burnkrant, and Southern Methodist University’s Daniel Howard.

Min Basadur

Min Basadur

Subjunctive interrogative self-talk, rather than its rhetorical counterpart, can ignite innovation and creativity in organizational settings.
Min Basadur suggested that asking oneself and other How Might We (HMW) ….? enables innovators to defer judgment and  create more options without self-conscious limitations.

Tim Brown

Tim Brown

Embracing the uncertainty of “might” enables innovators to propose ideas “that might work or might not — either way, it’s OK. And the ‘we’ part says we’re going to do it together and build on each other’s ideas,” said Ideo’s CEO, Tim Brown.

This type of self-interrogatory, sometimes presented in group innovation “sprints” at Google Ventures, IDEO, Frog Design or other thought-leading organizations has been effectively been combined with structured innovative problem-solving:  

  • Understand by analyzing problems and requirements through process evaluation,
  • Diverge by applying constraints to “think differently,”
  • Decide by selecting solution to develop,
  • Prototype by “storyboarding” the user experience, process, obstacles,
  • Validate by testing prototypes with potential solution users.

-*Under what circumstances have you found ‘interrogative’ self-talk to enhance performance more than affirmative self-talk?

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Facades of Conformity and Surface Acting: Stress for Women, Minorities

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David Wagner

David Wagner

When employees mask their true feelings in work situations, they may engage in “surface acting” — or displaying appropriate, but unfelt facial expressions, verbal interactions, and body language.

Christopher Barnes

Christopher Barnes

Surface acting at work was associated with emotional exhaustion, work-to-family conflict, and insomnia outside of work for more than 70 volunteers in a high stress public service occupation, according to Singapore Management University’s David T. Wagner, Christopher M. Barnes of University of Washington and Brent A. Scott of Michigan State University.

Arlie Hochschild

Arlie Hochschild

“Emotional labor” is Arlie Hochshild’s earlier term for “surface acting” in customer service interactions, in which employees present prescribed verbalizations and emotions, even when they are not genuinely felt.

She contrasted “surface acting” with “deep acting” in which the person:

  • Exhibits the emotion actually felt,
  •                              Uses past emotional experiences to elicit real emotion and empathic connection with others, in a form of “organizational method acting.”
Christina Maslach

Christina Maslach

Surface acting can lead to occupational “burnout,” characterized by emotional exhaustion and detachment from others and reduced workplace performance, noted University of California Berkeley’s Christina Maslach and Susan Jackson.

In addition, Recipients of “surface acting” usually detect that it’s an inauthentic display, according to University of Tampere Veikko Surakka and Jari K Hietanen of University of Helsinki.

Celeste Brotheridge

Celeste Brotheridge

By contrast, deep acting has been associated with a greater sense of personal accomplishment in research by University of Regina’s Celeste Brotheridge and Alicia Grandey of Penn State.

Patricia Hewlin

Patricia Hewlin

Surface Acting can also take a toll, resulting in generalized stress and reduced quality of life outside of work, according to Georgetown’s Patricia Hewlin, and supported by separate findings by University of Lethbridge’s Karen H. Hunter, Andrew A. Luchak of University of Alberta and Athabasca University’s Kay Devine.

They identified stress-inducing behaviors including:

Even people not performing customer-facing roles may encounter situations in which they must behave in “appropriate” ways inconsistent with their true feelings, and experience similar stress spillover from “surface acting” at work.

-*How do you prevent “burnout” when workplace settings seem to require “surface acting”?

-*In what organizational contexts have you observed “Facades of Conformity” and their consequences?

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Restructuring Cognitive Errors at Work

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Charles Manz

Charles Manz

Arizona State University’s Charles C. Manz and Chris P. Neck translated concepts from therapeutic cognitive restructuring to managerial development and employee relations, using ideas from Aaron Beck‘s Cognitive Behavioral Therapy (CBT), Albert Ellis‘s Rational-Emotive Therapy (RET), and David Burns’ synthesis of these approaches, “Feeling Good: The New Mood Therapy.”

Chris Neck

Chris Neck

Manz and Neck adapted these therapeutic concepts to business organizations and managerial relationships, while retaining key concepts including identifying cognitive errors, and developing disputation strategies, followed by replacement self-statements.

Aaron Beck

Aaron Beck

They outlined a five-step self-management process they called Integrative Thought Self-Leadership Procedure, drawing on CBT, RET and “Feeling Good”:

  1. Observe and Record thoughts,
  2. Analyze thoughts,
  3. Develop new thoughts,
  4. Substitute new thoughts,
  5. Monitor and Maintain new, productive thoughts.

-*What practices do you use to develop and apply productive thought patterns under pressure?

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Action vs Visualization to Improve Performance

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Richard Wiseman

Richard Wiseman

University of Hertfordshire psychology researcher and magician Richard Wiseman refuted the popular belief that visualizing desired outcomes achieves results more effectively than direct action.

Lien Pham

Lien Pham

In fact, students who visualized the outcome of a high grade actually received poorer outcomes that those who visualized a better process to achieve a higher grade in research by Orange Coast College’s Lien Pham.

Gabriele Oettingen

Gabriele Oettingen

Similarly, Gabriele Oettingen of New York University asked students to record the duration of fantasies about leaving college and starting a “dream job”.
She found that students who spent more time imagining these positive outcomes, but had lower expectations of actually achieving these goals received fewer job offers and lower starting salaries.

From these studies, Wiseman argued that action rather than imagined rehearsal, fantasy or visualization leads to successful performance outcomes.

Napoleon Bonaparte

This principle was implied by Napoleon Bonaparte more than two centuries ago as he anticipated battle: On s’engage et puis on voit, translated as “You commit yourself and then you see.”

In the 1880s, William James, brother of novelist Henry James and considered “The Father of American Psychology,” asserted that action precedes emotional experience: “You do not run from a bear because you are afraid of it, but rather become afraid of the bear because you run from it.”

William James

This notion contrasts popular concepts, which led to numerous books encouraging people to change their thinking to change their behaviors and feelings.

Since the 1970s, research has focused on whether changing behavior can change feelings.
To test this relationship, James Laird of Clark University asked volunteers to create an angry facial expression by drawing down their eyebrows and clenching their teeth and to create a happy facial expression by drawing back the corners of the mouth.

James Laird

Participants reported feeling significantly happier when they forced their faces into smiles, and much angrier when they were clenching their teeth.

“Acting ‘as-if’” and “faking it until you make it” are examples of initiating behaviors to drive emotional and attitudinal change.

Wiseman offered ten actions – not just thoughts – that can lead to feeling better and improved performance.

David Neal

David Neal

INCREASE:

  • Happiness: Smile as widely as possible, extend eyebrow muscles slightly upward, and hold for 20 seconds
  • Willpower: Tense muscles –  Make a fist, contract biceps or press thumb and first finger together
  • Health Eating: Eat with the non-dominant hand to increase “mindful” awareness of eating, based on research by University of Southern California’s David Neal, Wendy Wood, Mengju Wu and David Kurlander of Duke University.
  • David Neal

    David Neal

    Persistence: Sit up straight, cross your arms, from research by Ron Friedman of University of Rochester.
    He found that volunteers who sat with erect posture and crossed arms persisted nearly twice as long to solve challenging problems  as volunteers who didn’t assume this posture

  • Confidence: Adopt expanded chest posture
    Sit down, lean back, look up, and interlock hands behind your head.
    Stand up, place feet flat on the floor, push shoulders back, and chest forward.
  • Negotiation Effectiveness: Use soft chairs
    Joshua Ackerman

    Joshua Ackerman

    University of Michigan’s Joshua Ackerman of  conducted simulated negotiations for a used car, and found that volunteers who sat on soft chairs were more flexible in their negotiations and likely to pay higher prices than those who sat on firm chairs.

  • Persuasion: Nod
    Gary Wells of Iowa State University reported that when volunteers nodded their heads, they were more easily able to learn and retain information with which they didn’t agree or that wasn’t true.
  • Love: Open up
    Robert Epstein

    Robert Epstein

    Cambridge Centre for Behavioral Studies’s Robert Epstein found that eye contact, self-disclosure, sharing vulnerability increase perceived liking, loving, and closeness.

DECREASE:

  • Procrastination: Start for Five Minutes
    Do the task for five minutes, and ask yourself if you want to stop or continue at the end of the time.
    Often, it is easy to continue after 5 minutes.
    If not, stop and begin again for 5 minutes several hours later.
  • Guilt: Wash your hands
    Chen-Bo Zhong

    Chen-Bo Zhong

    Chen-Bo Zhong of the University of Toronto found that volunteers who carried out a perceived immoral act, then cleaned their hands with an antiseptic wipe felt significantly less guilty than others who didn’t wash.

Kim Silverman

Kim Silverman

If magic seems more appealing that intentional action, Wiseman’s psychologist-magician colleague, Kim Silverman of Apple, and the Academy of Magical Arts, notes that ma that magic can change the way we think about our lives:

-Things that seem impossible may be possible,

-Things that are separated and broken may be rejoined,

-There is always a way,

-We can get free from something that holds us back,

-When we feel trapped by a problem, it is just an illusion.

He asserts that magic provides a change of perspective from negative thoughts, and provides a broader perspective because “things may not be as they appear.”

These varied streams of research support intentional action over contemplation and magic to improve mood and initiate positive behavior changes.

-*How can the metaphors of perceptual illusion accelerate problem-solving in complex situations?

-*What counterarguments would you offer to Wiseman?

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Learning Mindsets Enable Employee Development at Work

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David Perkins

David Perkins

People adopt differing mindsets when trying to achieve quality results and increase learning at work, according to Harvard’s David Perkins, Michele Rigolizzo, and Marga Biller.

They expanded the distinction between fixed mindset and growth mindset described by Stanford’s Carol Dweck, and assessed with a brief questionnaire.

  • Michele Rigolizzo

    Michele Rigolizzo

    Completion mindset focuses on finishing a routine task with little mental investment.
    Accidental learning occurs with this stance, and employees who experience fear of failure, impersonal work environments, and monotonous tasks usually operate with this mindset.

  • Performance mindset aims to complete a task  without reflecting on how to can re-apply the process in the future.
    Marga Biller

    Marga Biller

    An example is temporarily using a technology but not investing attention to become an expert user.
    Incidental learning is a by-product of this mindset, described by Columbia’s Victoria Marsick and Karen Watkins of University of Georgia.

  • Development mindset seeks to complete a task and to learn applicable approaches when completing similar future tasks.
    An example is leading an effective kickoff meeting to set the tone for productive work sessions.

    Victoria Marsick

    Victoria Marsick

    Intentional learning occurs with active involvement in observing, analyzing, and reflecting on the process.

To move beyond a Completion stance, Perkins and team suggested that organizational leaders  encourage quality work and active reflection on that work to set the expectation of a Development mindset.
In addition, leaders can also implement collaboration and feedback systems with time for reflection on completed tasks.

-*How do you enable team members to adopt a Development Mindset?

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Increase Self-Control with Purpose in Life, Positive Outlook, Humility

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Anthony Burrow

Anthony Burrow

People with a sense of purpose are more likely to make choices with long-term benefits like saving for retirement and children’s education.
In addition, they are less likely to be diverted by short-term gratification and impulsive actions like such as cigarette smoking, drug use, gambling, and driving under the influence, found Cornell’s Anthony L. Burrow and R. Nathan Spreng in work with more than 500 adults.
As a result, Purpose in Life was related to reduced impulsivity and increased self-control.

Nathan Spreng

Nathan Spreng

Volunteers completed a personality inventory and a self-rating of Purpose in Life before making choices about whether to take a smaller amount of money immediately or a larger amount at some later date.

Waiting times and amount of the payoffs differed during each trial.
Participants who said they had a clear life purpose made longer-term, higher-payoff choices, suggesting greater ability to curb the impulse for an immediate reward, and greater self-management capacity.

Chai Jing

Chai Jing

Another factor in reducing one type of impulsive behavior – dangerous driving – is a “positivity bias,” hallmarked by seeing positive events as more salient than negative incidents, reported University of Chinese Academy of Sciences’ Chai Jing , Weina Qu, Xianghong Sun, Kan Zhang, and Yan Ge.

Weina Qu

Weina Qu

They studied more than 40 non-professional drivers using electroencephalograph data, self-reports of driving, violation reports, and International Affective Picture System (IAPS)  scores to measure negativity biases.

Volunteers identified whether a series of 80 pictures had blue borders or red borders around images that implicitly evoke negative, positive, or neutral emotions.
Dangerous drivers took longer to respond on the border-color task when the image was negative, suggesting greater attention to negative input.

Patrick Hill

Patrick Hill

Sense of purpose is also linked to greater longevity in a study by Carleton University’s Patrick Hill and Nicholas Turiano of the University of Rochester, in their study of more than 6100 Americans followed over 14 years.

Rachel Sumner

Rachel Sumner

Purpose in Life can increase White adult’s comfort with diverse groups, and may be associated with reduced prejudice, noted Cornell’s Burrow and Rachel Sumner, Maclen Stanley of Harvard, and Carlton University’s Patrick L. Hill in their study of more than 500 Americans.

Maclen Stanley

Maclen Stanley

Participants who received an experimental prime of life purpose also reported less preference for living in an ethnically homogeneous White city.
These effects persisted were independent of volunteers’ positive affect and perceived connections to ethnic out-groups.

Eddie M.W. Tong

Eddie M.W. Tong

Humility is another characteristic associated with reduced impulsivity and greater self-control in research by National University of Singapore’s Eddie M.W. Tong, Kenny W.T. Tan, Agapera A.B. Chor, Emmeline P.S. Koh, Jehanne S.Y. Lee, and Regina W.Y. Tan.

Defined as the ability to tolerate failures without self-deprecation, and to view successes without developing a sense of superiority, humility primes were associated with improved performance in a physical stamina (handgrip), resisting chocolate, and an insoluble tracing task.

Kenny W.T. Tan

Kenny W.T. Tan

Humility’s effect on self-regulation was significantly different from self-esteem, which had no impact on self-control.
Likewise, achievement motivation and compliance motivation did not explain increased performance.

Taken together, these findings suggest that effectively managing oneself in the face of challenging and tempting circumstances is enhanced by having a clear purpose in life, cultivating a positive bias and humility.

-*To what extent does having a sense of purpose make it easier to maintain self-control in challenging situations?

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Touch Can Increase Compliance, Persistence, Performance

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Edward T. Hall

Edward T. Hall

Fifty years ago, Edward T. Hall, then of Illinois Institute of Technology, identified differences in interpersonal space ranging from intimate to personal to social to public, and inspired examination of acceptable interpersonal distance across cultures, genders, and organizations.

Circles of Interpersonal Space

Circles of Interpersonal Space

A decade later, Chris Kleinke, then of Wheaton College, expanded Hall’s work on “proxemics” as he explored the impact of close contact in public spaces, particularly non-intimate touching.

He found that in a relatively low-touch culture like the U.S., directing gaze and touch toward others increased their compliance with ambiguous requests in laboratory experiments.

Chris Kleinke

Chris Kleinke

Since then, this finding has been incorporated in sales, learning, healthcare, and other service settings based on evidence that touch increased performance when applied after a person initially agreed to a request, in research by Oakland University Jane C. Nannberg and Christine H. Hansen.

David Vaidis

David Vaidis

“Dosage” of touch had an additive effect when University of Paris’ David Vaidis and Severine Halimi-Falkowicz of University of Provence found that people who were touched two times persisted in lengthy tasks more than people who were touched once.

Likewise, University of Missouri’s Frank N. Willis and Helen K. Hamm found that touch contributed to compliance with challenging requests, especially in gaining agreement from people of the same gender as the requestor.

Séverine Halimi-Falkowicz

Séverine Halimi-Falkowicz

Another demonstration of influential touch was when female restaurant servers briefly touched customers on the hand or the shoulder while returning change from the bill payment.

These customers’ reactions were compared with other patrons who were not touched by the servers, in research by University of Mississippi‘s  April H. Crusco and Christopher G. Wetzel of Rhodes College.

Chris Wetzel

Chris Wetzel

They evaluated customers’ reactions to service, food, setting, and other elements of the dining experience with a restaurant survey as well as the gratuity amount, expressed as a percentage of the bill.

Customers who were touched on the hand or shoulder gave the server significantly larger gratuities than those who were not touched, and there was no significant difference between tips from customers who had been touched on the hand or the shoulder.

These findings confirm the influence of interpersonal touch in public commercial settings, and offer a reminder that non-intimate touching can increase cooperation and commitment to complete lengthy or challenging tasks.

-*How have you used interpersonal touch in public work situations to enable cooperation and performance?

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