| The effect of cross-cutting social identity on negotiation expectations |
| | Connelley, Debra L. | State U. of New York, Buffalo | dconn@acsu.buffalo.edu | (716)-645-2235 |
| | Conlon, Donald E. | Michigan State U. | Conlon@pilot.msu.edu | 517-432-3519 |
| | Abstract: This study tests the effect of cross-cutting social identity on
intergroup negotiations in organizations characterized as pluralistic.
Cross-cutting social groups are shown to reduce the negative effects of
ingroup-outgroup discrimination by increasing trust, decreasing
expectations of negative behavior, and increasing expectations for
organizational justice. Implications for managing intergroup conflict
in plural organizations are explored.
|
| | Keywords: social identity; justice; trust |
| Perspective-taking: Debiasing social thought |
| | Galinsky, Adam D. | Northwestern U. | agalinsky@nwu.edu | (847)-467-3596 |
| | The experiments in this dissertation explored the role of perspective-taking in debiasing social thought and improving intergroup relations.
In the first four experiments, perspective-taking was contrasted with stereotype suppression as a possible strategy for achieving stereotype control.
Previous research has found that stereotype suppression can ironically make stereotypic thoughts more, rather than less, accessible. In
Experiment 1, both perspective-takers and stereotype suppressors expressed fewer stereotypic thoughts about an elderly male compared to a
control condition. Only perspective-takers, however, expressed more positive evaluations of the target. Only suppressors, however, demonstrated greater
accessibility of the stereotype in a subsequent lexical decision task. In Experiment 2, these results were replicated using a more socially
sensitive stereotype. After taking the perspective of an African-American male, perspective-takers rated discrimination against
African-Americans to be a continuing, unsolved problem (Experiment 3), but they did not rate, compared to suppressors, that contemporary
discrimination was still a significant liability for women (Experiment 4), suggesting that the benefits of perspective-taking may be group specific.
Finally, perspective-taking led to the selection of more hypothesis-disconfirming questions, but only when the perspective-taking instructions were
particularly vivid and descriptive (Experiment 5). Perspective-taking reduced bias on conscious (narrative essays) and non-conscious tasks
(lexical decision tasks), on group-based judgements and on investigatory practices, suggesting that it is a robust strategy for debiasing thought
in an increasingly multicultural and diverse social world. |
| | Keywords: perspective-taking; intergroup conflict; stereotyping |
| Socio-Emotional and Task-related Conflict in Groups: Implications for Contextual and Task Performance |
| | De Dreu, Carsten K. W. | U. of Amsterdam | ao_dedreu@macmail.psy.uva.nl | +31 20 525 6865 |
| | Two studies examined the relationship between task-related and
socio-emotional conflict in groups and group performance (i.e., contextual
and task performance). Study 1 surveyed 48 groups and revealed a
negative relationship between (the frequency of) task-related conflict
and supervisor ratings of contextual performance, and no relationship
between socio-emotional conflict and contextual performance.
Study 2 (N = 21 teams) showed that the frequency of task-related conflict
was negatively related to contextual and task performance, while
the intensity of task-related conflict was positively related
to contextual and task performance. These results suggest that
having a good fight about the group task once in a while is
better than unchallenged consensus, or smoldering disagreements
all the time. |
| | Keywords: Conflict; Groups; Performance |
| Effects of Supervisor-Subordinate Conflict on Perceptions of Supervisors' Leadership Behavior: A Field Study |
| | Pelled, Lisa Hope | U. of Southern California | pelled@almaak.usc.edu | (213) 740-6382 |
| | Xin, Katherine R. | U. of Southern California | kxin@sba.usc.edu | (213)-740-5894 |
| | Although management scholars have generated a significant stream
of research on workplace conflict, there has been a lack of attention
to the specific features of conflict between persons at different
hierarchical levels. The current study addresses this gap by
examining the structure and consequences of conflict in vertical
dyads. An analysis of data from 72 supervisor-subordinate pairs
reveals that such conflict has a two-factor structure: one factor
is pure emotional conflict, and the second factor is mixed conflict,
a combination of task and emotional conflict. Both kinds of conflict
have negative associations with perceptions of supervisors' leadership
behaviors, but pure emotional conflict has stronger negative
associations than mixed conflict. |
| | Keywords: Conflict; Supervisor; Subordinate |