In an experiment with 80 participants in China, protagonists with opposing views in organizations that valued collectivism, compared to individualism, were found to develop cooperative goals, were confident that they could work, sought to understand, and demonstrated that they understood the opposing arguments, accepted these arguments as reasonable, and combined positions to create an integrated decision. The inductions comparing participants who valued harmony as a goal or a technique in which they pretended to agree were only partially effective and did not yield significant differences on conflict dynamics and outcomes. Findings challenge traditional theorizing that collectivistic values lead to conflict avoidance, and support recent arguments that strong, cooperative relationships promote the productive discussion of opposing views in decision making.
This paper begins by proposing a theory-driven, two-dimensional model of children's intent attributions for parental structuring behaviors. The two dimensions are parent-centered intents vs child-centered intents and instrumental goals vs social-emotional goals. These two dimensions imply four categories of intent attribution for parental structuring behaviors. An exploratory study was conducted to examine school children's intent attributions for parental structuring behaviors. Responses in the four proposed categories were observed. Additionally, two new categories emerged from the data: parental structuring behaviors for the sake of the parents' intangible benefits and parental structuring behaviors for the sake of social interests. Research implications of these findings are discussed.
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