Choosing None of the Above: Persistence of Negativity after Group Discussion and Group Decision Refusal

Within psychology and other disciplines, group decision making is a much-studied topic. However, the conditions in which groups do not decide but rather refuse to choose among available options have not been studied systematically. This research begins to fill this void, studying the effects of the initial opinions of group members on group decision refusal. Based on the common knowledge effect, it is predicted and found that groups will often refuse all available options when group members are initially negative about the options. It is further found that, when initial opinions are negative, positive information entered during group discussion does not have much impact. The implications of this negativity bias are discussed

What I do or how I do it:The effect of accountability focus on individual exploration

Because accountability is a central feature of many management practices, feeling accountable is a fact of life in modern organizations. Accountability has been found to have many beneficial outcomes, yet it may also increase certain cognitive biases. Building on the social contingency model of accountability, we examine the effect of accountability on manager’s individual decision making about exploration vs. exploitation. We distinguish between outcome and process accountability and examine them as independent predictors of exploration behaviour. Although previous work suggests that outcome accountability may lead managers to quickly switch to old ways of working (i.e., exploitation), we propose that process accountability will increase individual exploration. Furthermore, employing the concept of disfluency, we propose that this positive effect of process accountability will be especially strong when outcome accountability is also high. Combining two survey studies (n = 361, n = 438) with employees and a lab experiment (n = 211), we find overall support for our hypotheses. Specifically, we find that process accountability increases exploration while outcome accountability decreases it (and increases exploitation). We also find partial support for a positive interaction of process and outcome accountability

Поняття та ознаки юридичної колізії

Розглядаються основні теоретичні підходи до визначення поняття юридичної колізії. В статті акцентується увага на необхідності розуміння колізії саме як про­тиріччя норм права, а не нормативних актів. Наведено авторське визначення поняття юридичної колізії.Рассматриваются оснорвные теоретические подходы к определению понятия юридической коллизии. В статье акцентируется внимание на необходимости понима­ния коллизии именно как противоречия норм права, а не нормативних актов. Приво­диться авторское определение понятия юридической коллизии.The author analyzed modern theoretical approaches to definition of conflict of laws and analyzed conflict of laws in legislation of Ukraine. The author substantiates the conclusion that conflicts of law is a conflict between legal rules, not between statutes. The author’s defi­nition of conflict of laws is given

Tensions and paradoxes in creativity and innovation

Most often understood as the generation of novel and useful ideas and their implementation, research on creativity and innovation has mushroomed in recent years. Although these studies provided useful insights into how organizations can enhance both phenomena, there is a growing consensus in the literature suggesting that rather than inherently beneficial, creativity and innovation are in fact ripe with tensions and competing demands. These tensions may put individuals and teams under pressure as they try to a) come up with novel, but also useful and implementable ideas, b) complete their core tasks efficiently, but also suggest novel and useful ideas for their improvement, and c) bring uniqueness to the table, but at the same time form cohesive collectives. In this integrative review, we illustrate these tensions with research evidence and provide recommendations about how we can manage them in order to benefit from individual and team creative and innovative efforts

Creativity under workload pressure and integrative complexity:The double-edged sword of paradoxical leadership

Modern-day organizations often demand creativity, but motivating creativity under unfavorable conditions such as high workload pressure is difficult. Integrating paradox theory and social cognitive theory, we conceptualize creativity as a process that involves tensions among competing goals and demands, and those tensions become salient under high workload pressure. We propose that learning to constructively deal with such salient tensions is important for the development of creativity and that paradoxical leader behavior (PLB) may stimulate creativity by enhancing employees' creative self-efficacy (CSE) in such challenging situations. However, PLB will only promote CSE and employee creativity when employees have a high level of integrative complexity to accept and appreciate the complex and paradoxical behaviors of the leader. Based on data from 252 employee-supervisor dyads, we found that through CSE, PLB was most effective in promoting employee creativity when workload pressure and integrative complexity were both high. However, PLB was less effective for promoting CSE and creativity when workload pressure was low, or when workload pressure was high while integrative complexity was low. Implications and limitations of our research are discussed

Membership change, idea generation, and group creativity:A motivated information processing perspective

Membership change has been found to stimulate collective idea generation but to not always benefit group creativity-the generation of final outcomes that are novel and useful. Based on motivated information processing theory, we propose that membership change challenges group members to generate more ideas, but that this only contributes to group creativity when members have high levels of prosocial motivation and are willing to process and integrate each other's ideas. In a laboratory study of 56 student groups, we found that incremental, but not radical, idea generation mediated the positive effect of membership change on group creativity, and only when group members were prosocially motivated. The present study points to different roles of incremental versus radical ideas and underscores the importance of accounting for prosocial motivation in groups for reaping the benefits of membership change in relation to group creativity

Linking Self-Construal to Creativity:The Role of Approach Motivation and Cognitive Flexibility

While some evidence has linked the way individuals define themselves in relation to others (independent versus interdependent self-construal) to creativity, little is known about the underlying mechanism in explaining why and how self-construal influences creativity. Integrating approach-avoidance motivation theory and the dual pathway to creativity model, this research focuses on the motivational and cognitive mechanisms that transfer the effects of self-construal on creativity. Specifically, we expect that independent self-construal is a driver of creativity because it facilitates individuals’ approach motivation, which in turn increases flexible information processing. To test the three-stage mediation model, one experiment and one survey study were conducted. In Study 1, in a sample of 231 Dutch students, self-construal was manipulated by a story-writing task; approach-avoidance motivation, cognitive flexibility, and creativity were measured. In Study 2, self-construal, approach (and avoidance) motivation, cognitive flexibility, and creativity were all measured in a second sample of Dutch students (N = 146). The results of two studies supported the three-stage mediation model, showing that approach motivation and cognitive flexibility together mediated the effects of self-construal on creativity. Limitations and implications for future research are discussed