Effects of Immediate and Remote Incongruity Experience on Response to Dissonant Information

Driver, Michael J.; Streufert, Siegfried; Nataupsky, Mark

doi:10.1037/e463442008-165

Cited by 2 publications

(3 citation statements)

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“…The higher the complexity, the greater the breadth of inputs and outputs to which individuals respond. Early research by Driver et al (1969) revealed that when cognitive complexity was low, individuals perceived few choices to resolve conflict, and their likelihood of aggression was significantly higher than those with high cognitive complexity. Applied to the work/family context, when work and family domains coincide (i.e.…”

Section: Cognitive Complexitymentioning

confidence: 99%

“…Carlson, 1999), tolerance for uncertainty -or an individual's cognitive capacity for coping with the role ambiguity and uncertainty that often characterizes WFC -has not yet been examined by work-family researchers. We know that individuals build expectations about and develop a tolerance for the amount of incongruity or uncertainty they encounter based on their past experiences (Driver et al, 1969), and develop adaptation patterns (Driver et al, 1969;Helson, 1964) for coping with environments filled with ambiguity, novelty, risk, uncertainty and conflict (Driver, 1993). An individual who lived in numerous cities and attended multiple schools in childhood and adolescence is likely to expect his/her world to be very unpredictable -an environment filled with much uncertainty, ambiguity or novelty.…”

Section: Tolerance For Uncertaintymentioning

confidence: 99%

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Cognitive capacity for processing work‐family conflict: an initial examination

Janasz

Behson

2007

Career Development International

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Purpose -The purpose of this study is to examine how individuals cognitively process work-family conflict (WFC), specifically whether differences in tolerance for uncertainty and cognitive complexity influence individuals' affective response to WFC. Design/methodology/approach -Using a sample of 157 employees who completed a survey on work-family issues, the hypotheses were tested using correlation and regression analyses. Findings -The results suggest that cognitive differences may moderate the negative impacts of WFC. It was found that while WFC (i.e. work interference with family) lowers job satisfaction, this effect is less strong for those high in tolerance for uncertainty. The same was true for the ameliorating effect of cognitive complexity and tolerance for uncertainty on the link between WFC and (i.e. family interference with work) organizational commitment.Research limitations/implications -Because of its cross-sectional design, the causality of the findings cannot be confirmed. Further, while the sample contained both parents and non-parents, and men and women, due to power concerns, our analyses did not account for these demographic differences. Future research should be designed to correct for these issues. Practical implications -Organizations may need to rethink their programs and policies aimed at assisting employees in balancing work and family. Simple options (e.g. time off) may appeal to all employees; however others (e.g. job sharing and flextime) require complicated arrangements or behavior changes and may only appeal to or be utilized successfully by employees with high tolerance for uncertainty and cognitive complexity. Originality/value -Within work-family research, few studies look at how individual cognitive processes influence whether and how potentially conflictual situations are perceived and their impact on individual outcomes such as satisfaction and commitment. The research investigates two such cognitive differences and demonstrates the role that tolerance for uncertainty and cognitive complexity may play in reducing the negative impact of work-family conflict.

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Section: Cognitive Complexitymentioning

confidence: 99%

Section: Tolerance For Uncertaintymentioning

confidence: 99%

Cognitive capacity for processing work‐family conflict: an initial examination

Janasz

Behson

2007

Career Development International

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“…Much prior work also provide evidence that consumers prefer variety in their consumption bundles in order to meet their future needs ( Lattin, 1987 ; Rozin and Markwith, 1991 ; Garg et al, 2007 ). A consumer may be satisfied with the attributes of a particular good, which will increase the attractiveness of offering alternatives to other attributes ( McAlister, 1979 ) because people’s need for novelty, change, and complexity suggest the decreasing marginal value of choosing the same item ( Driver and Streufert, 1965 ; Cummings and Venkatesan, 1976 ). This occurs when consumers purchase several goods simultaneously.…”

Section: Literature Reviewmentioning

confidence: 99%

The isolated choice effect: An underlying psychological mechanism influencing racial diversity in organizations

Luo

Zhou²,

Song³

2022

Front. Psychol.

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With the view toward improving the racial diversity in organizations, this work seeks to uncover the reasons why larger groups have an advantage in terms of job opportunities. Based on people’s preference for diversity in commodity selection, we propose a potential feature that may exist in human resource management and call it the isolated choice effect, which unconsciously affects the racial diversity of organizations. Specifically, when making selections in isolation (i.e., when they are responsible for selecting a single person at a time), people are less likely to choose the one whose race would increase group diversity than when making selections in collections (i.e., when they are responsible for selecting several people at a time). We set up eight experiments (n = 2,792) in which participants make hiring or firing decisions among choices that are more white people than black people. We find that participants in the isolated choice group are less likely to choose black people, the smaller group, than those in the collective choice group. Our results show a potentially important contributing factor to the underrepresentation of black people in many organizations because hires are often made in isolation while layoffs are often made in collections, which provides a starting point for improving racial diversity in organizations by avoiding the isolated choice effect.

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Effects of Immediate and Remote Incongruity Experience on Response to Dissonant Information

Cited by 2 publications

References 0 publications

Cognitive capacity for processing work‐family conflict: an initial examination

Cognitive capacity for processing work‐family conflict: an initial examination

The isolated choice effect: An underlying psychological mechanism influencing racial diversity in organizations

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