Past work has linked mindfulness to improved emotion regulation, interpersonal skills, and basic cognitive abilities, but is unclear about the relation between mindfulness and creativity. Studies ...examining effects of mindfulness on factors pertinent to creativity suggest a uniform and positive relation, whereas work on specific mindfulness skills suggests that mindfulness skills may differentially predict creativity. To test whether the relation between mindfulness and creativity is positive and uniform (the uniform hypothesis) or differentially depends on particular components of mindfulness (the differential hypothesis), we conducted four studies in which mindfulness skills were measured, extensively trained, or manipulated with a short, incidental meditation session. Results supported a differential relation between mindfulness and creativity: Only the ability to observe and attend to various stimuli consistently and positively predicted creativity. Results regarding other mindfulness skills were less consistent. Implications for theory and practice are discussed.
Humans regulate intergroup conflict through parochial altruism; they self-sacrifice to contribute to in-group welfare and to aggress against competing out-groups. Parochial altruism has distinct ...survival functions, and the brain may have evolved to sustain and promote in-group cohesion and effectiveness and to ward off threatening out-groups. Here, we have linked oxytocin, a neuropeptide produced in the hypothalamus, to the regulation of intergroup conflict. In three experiments using double-blind placebo-controlled designs, male participants self-administered oxytocin or placebo and made decisions with financial consequences to themselves, their in-group, and a competing out-group. Results showed that oxytocin drives a "tend and defend" response in that it promoted in-group trust and cooperation, and defensive, but not offensive, aggression toward competing out-groups.
Parochial altruism is decomposed in a tendency to benefit the in-group along with a tendency to ignore, derogate, and harm rivaling out-groups. Building off recent work suggesting that decisions to ...cooperate can be relatively fast and intuitive, we examine parochial altruism in intergroup conflict when cognitive deliberation is rendered difficult or not. Predictions were tested in an experiment using an incentivized Intergroup Prisoner's Dilemma-Maximizing Differences Game with 95 subjects classified as either pro-social or pro-self being randomly allocated to high vs. low impulse-control conditions. Results showed, first of all, that self-sacrificial decisions to contribute were made faster than decisions not to contribute, and that faster decision time associated with more positive expectations of in-group members. Second, we observed that lowering impulse control with a difficult rather than easy Stroop Task increased the amount contributed to a pool that benefited in-group members while harming out-group members; thus reducing deliberation increased parochial altruism. Finally, results replicated earlier work showing that especially pro-social (vs. pro-self) individuals contributed more to the in-group and did not lower their contributions to the between-group pool that benefitted their in-group and, simultaneously, hurt the out-group. This pattern emerged independent of their impulse control. Thus, (in-group bounded) cooperation is more prominent among individuals with strong rather than weak other-regarding preferences. Moreover, the intuitive tendency to cooperate may have evolved in the context of intergroup conflict and therefore is sharp-edged-in-group bounded and including willingness to aggress out-groups.
Although narcissistic individuals are generally perceived as arrogant and overly dominant, they are particularly skilled at radiating an ¡ mage of a prototypically effective leader. As a result, they ...tend to emerge as leaders in group settings. Despite people's positive perceptions of narcissists as leaders, it was previously unknown if and how leaders' narcissism is related to the performance of the people they lead. In this study, we used a hidden-profile paradigm to investigate this question and found evidence for discordance between the positive image of narcissists as leaders and the reality of group performance. We hypothesized and found that although narcissistic leaders are perceived as effective because of their displays of authority, a leader's narcissism actually inhibits information exchange between group members and thereby negatively affects group performance. Our findings thus indicate that perceptions and reality can be at odds and have important practical and theoretical implications.
Group discussion often becomes one-sided and confirmatory, with poor decisions as the unfortunate outcome. Here we examine whether intergroup competition amplifies or mitigates effects of individual ...versus team reward on information sharing biases and group decision quality. Individuals (
N
= 309) in 103 interacting groups were given private information on four decision alternatives and discussed a joint decision. Private information was distributed such that groups faced a “hidden profile” in which pushing for initial preferences and commonly held information prohibits the group from finding the best alternative. Group members were rewarded for team or individual performance, and groups faced intergroup competition or not. Whereas intergroup competition did not influence common-information bias, we find that when intergroup competition is absent, groups under individual (versus team) reward have stronger preference-consistency bias and make poorer decisions. When intergroup competition is present, however, groups under individual reward perform as good as groups under team reward. Results resonate with the possibility that intergroup competition overshadows within-group rivalry, and can promote even-handed discussions within small groups of decision-makers.
Narcissistic individuals have highly positive self‐views and overestimate their abilities. Consequently, they tend to react aggressively whenever they receive information that does not match their ...high self‐views (ego threat). We argue that focusing on aggression merely portrays a one‐sided view of narcissistic individuals and the manner in which they counter ego threats. We propose that following ego threat, narcissism can also fuel performance. In four studies, we measured nonclinical narcissism and allocated Dutch undergraduate university students (N1 = 175, N2 = 142, N3 = 159, N4 = 174) to either an ego threat or a no ego threat condition. Ego threat involved negative feedback (Studies 1–2) or threat to uniqueness (Studies 3–4). We measured participants’ intentions to complete a challenging task (Study 1), their creative performance (Studies 2–3), and their performance on an anagram task (Study 4). Across Studies 1–3, we consistently found that following ego threat, higher nonclinical narcissism was associated with greater willingness to perform tasks that enabled demonstration of abilities and enhanced creative performance. These results were confirmed using a meta‐analysis. However, anagram performance was not enhanced following ego threat. We provide additional analyses that might help explain this. Our findings thus reveal a more positive side to the way narcissistic individuals manage threats to their self‐image.
Past work has linked mindfulness to improved individual-level creativity, but remained silent about group-level creativity. Of all mindfulness skills, the ability to observe and attend to various ...stimuli (Observation) is the most powerful predictor of individual-level creativity. Studies examining effects of specific mindfulness skills on factors pertinent to group creativity suggest that for group-level creativity, the ability to focus attention with full awareness (Act with awareness), may be equally, or even more, important. We tested the relation between mindfulness and group-level creative idea generation using two brainstorming studies: one exploratory and one confirmatory. Mindfulness skills were either measured (Study 1; N = 88 groups) or the Act with awareness skill was targeted with a short, incidental guided meditation session (Study 2; N = 68 groups). Results from both studies showed differential relations between mindfulness and group creative idea generation: Only Act with awareness positively predicted the originality of ideas (Study 1 and 2) and the number of creative ideas in groups (Study 2). How mindfulness skills relate to creativity thus depends on the particular mindfulness skill involved and whether creativity happens at the individual or group level.
In intergroup settings, humans often contribute to their in-group at a personal cost. Such parochial cooperation benefits the in-group and creates and fuels intergroup conflict when it simultaneously ...hurts out-groups. Here, we introduce a new game paradigm in which individuals can display universal cooperation (which benefits both in- and out-group) as well as parochial cooperation that does, versus does not hurt the out-group. Using this set-up, we test hypotheses derived from group selection theory, social identity, and bounded generalized reciprocity theory. Across three experiments we find, first, that individuals choose parochial over universal cooperation. Second, there was no evidence for a motive to maximize differences between in- and out-group, which is central to both group selection and social identity theory. However, fitting bounded generalized reciprocity theory, we find that individuals with a prosocial value orientation display parochial cooperation, provided that this does not harm the out-group; individualists, in contrast, display parochialism whether or not nut it hurts the out-group. Our findings were insensitive to cognitive taxation (Experiments 2-3), and emerged even when universal cooperation served social welfare more than parochialism (Experiment 3).
This study examined the effects of epistemic motivation composition in negotiation. Results from Experiment 1 revealed that dyads in which at least one member had high epistemic motivation (measured ...by personal need for structure) reached higher joint outcomes than dyads in which both members had low epistemic motivation. In Experiment 2, epistemic motivation was manipulated and negotiators were provided with full information or incomplete information about their counterpart’s preferences. Two competing sets of hypotheses were developed and tested. Negotiation behavior was coded, and mediation analysis established that the presence of one negotiator with high epistemic motivation helped negotiators overcome information insufficiency and benefited the dyad as a whole because of increased information search rather than heuristic trial and error. Theoretical implications are discussed.
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