Cultural Differences in How to Make Someone Love You

Undergraduate Research Opportunity Program (UROP)http://deepblue.lib.umich.edu/bitstream/2027.42/116109/1/Cultural_Differences_How_to_Make_Someone_Loveyou.pd

Finishing the euchromatic sequence of the human genome

The sequence of the human genome encodes the genetic instructions for human physiology, as well as rich information about human evolution. In 2001, the International Human Genome Sequencing Consortium reported a draft sequence of the euchromatic portion of the human genome. Since then, the international collaboration has worked to convert this draft into a genome sequence with high accuracy and nearly complete coverage. Here, we report the result of this finishing process. The current genome sequence (Build 35) contains 2.85 billion nucleotides interrupted by only 341 gaps. It covers ∼99% of the euchromatic genome and is accurate to an error rate of ∼1 event per 100,000 bases. Many of the remaining euchromatic gaps are associated with segmental duplications and will require focused work with new methods. The near-complete sequence, the first for a vertebrate, greatly improves the precision of biological analyses of the human genome including studies of gene number, birth and death. Notably, the human enome seems to encode only 20,000-25,000 protein-coding genes. The genome sequence reported here should serve as a firm foundation for biomedical research in the decades ahead

Choose Wisely: Voice Targets' Endorsement and Perceptions of Those Who Speak Up

Employee voice is both incredibly beneficial and inherently risky. The benefits of voice are numerous and well-documented, contributing to organizational effectiveness (Morrison, 2014) and reducing employee dissatisfaction (Morrison & Milliken, 2000). However, employees who challenge the status quo are at risk of receiving negative sanctions (Cortina & Magley, 2003). Because voicing has the potential to be extremely costly for the person who speaks up, employees would benefit by speaking up to whichever person will respond the most favorably. This work explores the positive and negative outcomes that result from skipping over a low-ranking superior and targeting a high-ranking superior with a suggestion. In two experimental studies, I provide a mechanism through which superiors sanction employees who speak up to skip-level leaders (i.e., warmth perceptions) and a mechanism through which employees may benefit (i.e., competence perceptions). Further, I demonstrate that the formal power level of the superior influences how they react to voice, both in terms of endorsement of the suggestion and their resulting perceptions of the employee. I assert that although the formal power level of the superior does not influence their willingness to implement the suggestion, superiors of all ranks believe that it’s more appropriate to approach the low-ranking superior with a suggestion

Rejecting Unwanted Romantic Advances Is More Difficult Than Suitors Realize

In two preregistered studies, we find that initiators of unrequited romantic advances fail to appreciate the difficult position their targets occupy, both in terms of how uncomfortable it is for targets to reject an advance and how targets’ behavior is affected, professionally and otherwise, because of this discomfort. We find the same pattern of results in a survey of science, technology, engineering, and mathematics (STEM) graduate students (N = 942) who recalled actual instances of unwanted or unrequited romantic pursuit (Study 1) and in an experiment in which participants (N = 385) were randomly assigned to the roles of “target” or “suitor” when reading a vignette involving an unwanted romantic advance made by a coworker (Study 2). Notably, women in our Study 1 sample of STEM graduate students were more than twice as likely to report having been in the position of target as men; thus, our findings have potential implications for the retention of women in STEM