Effects of need for closure on creativity in small group interactions

Chirumbolo, Antonio; Livi, Stefano; Mannetti, Lucia; Pierro, Antonio; Kruglanski, Arie W.

doi:10.1002/per.518

Cited by 101 publications

(90 citation statements)

References 33 publications

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“…People low in NFCC are more tolerant towards ambiguity and uncertainty; they might, therefore, share the private information even if it challenges the seemingly obvious solution and increases, therefore, ambiguity. Time pressure has often been used to experimentally manipulate NFCC (Bechtoldt et al 2010;Chirumbolo et al 2004;De Dreu et al 2011;Pierro, Kruglanski, and Raven 2012). However, in the present study we are not able to say whether the effects of time pressure are driven by actual time pressure or indeed by the higher NFCC in the high time pressure condition because the high time pressure groups had less time and time also affected IS.…”

Section: Discussionmentioning

confidence: 56%

Information sharing as strategic behaviour: the role of information display, social motivation and time pressure

Balau¹,

Utz²

2016

Behaviour & Information Technology

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In today's knowledge economy, given the increasing number of online collaborative platforms, it is even more important to understand and manage the sharing of information. Although it is widely accepted that technological design affects how people use a platform, it is a real challenge to constantly stimulate information sharing (IS), also because individuals often behave strategically, that is, share relatively unimportant information, but keep the important private information for themselves. This research aims to understand how people's motivations and aspects of communication technology interact to affect IS. Specifically, we expand the view of IS as strategic behaviour by investigating (1) how social motivation (prosocial vs. pro-self) and time pressure (high vs. low), interactively, impact strategic IS and (2) how technological features (push-vs. pull-information display) can increase the sharing of private information. Across two experiments, we found that push-information displays increase the sharing of private information. This held especially for individuals with a prosocial motivation. Additionally, we found that actual and not perceived time pressure impacts (private) IS. Implications for technological design choices and knowledge management are discussed. ARTICLE HISTORY

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Section: Discussionmentioning

confidence: 56%

Information sharing as strategic behaviour: the role of information display, social motivation and time pressure

Balau¹,

Utz²

2016

Behaviour & Information Technology

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“…In addition, people with high epistemic motivation may be more intrinsically motivated to work on creative idea-generation tasks (Chirumbolo, Livi, Mannetti, Pierro, & Kruglanski, 2004;Chirumbolo, Mannetti, Pierro, Areni, & Kruglanski, 2005). This implies that they may be less inclined to disengage from the task when faced with "interfering" expressions of anger than their less epistemically motivated counterparts (Higgins, 2006).…”

Section: Accepted Manuscriptmentioning

confidence: 99%

“…Our findings qualify this idea in that increased engagement after angry feedback was only observed among people with high epistemic motivation. This makes sense in light of the nature of our creative task, for individuals with high epistemic motivation are likely to be more intrinsically motivated to work on an idea-generation task than those with low epistemic motivation (Chirumbolo et al, 2004(Chirumbolo et al, , 2005. As a result, the former should be less likely to disengage when confronted with angry feedback.…”

Section: Accepted M Manuscriptmentioning

confidence: 99%

Can expressions of anger enhance creativity? A test of the emotions as social information (EASI) model

Kleef

Anastasopoulou

Nijstad

2010

Journal of Experimental Social Psychology

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We investigated whether expressions of anger can enhance creative performance.Building on the emotions as social information (EASI) model (Van Kleef, 2009), we predicted that the interpersonal effects of anger expressions on creativity depend on the target's epistemic motivation (EM) -the desire to develop an accurate understanding of the situation (Kruglanski, 1989). Participants worked on an idea generation task in the role of "generator." Then they received standardized feedback and tips from an "evaluator" (a trained actor) via a video setup. The feedback was delivered in an angry way or in a neutral way (via facial expressions, vocal intonation, and bodily postures).Participants with high EM exhibited greater fluency, originality, and flexibility after receiving angry rather than neutral feedback, whereas those with low EM were less creative after receiving angry feedback. These effects were mediated by task engagement and motivation, which anger increased (decreased) among high (low) EM participants.

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“…The validity of these arguments has been demonstrated by empirical research based on the manipulation of NFC in groups via group composition (e.g. Chirumbolo et al, 2004;De Grada et al, 1999;Kruglanski and Webster, 1991). Closing of the group mind may lead to 'group centrism' (Kruglanski et al, 2006), a phenomenon characterised by the degree to which group members strive to maintain a firm, consensually supported, 'shared reality' (Hardin and Higgins, 1996) unperturbed by dissent and disagreements.…”

Section: Introductionmentioning

confidence: 99%

“…Increased ambiguity can result from surfacing conflict and opposition regarding competing interpretations that may impede the arrival at consensus, thereby reducing the group's ability to create a shared reality and reach closure. In short, premature group consensus and conformity pressure may elicit a 'groupthink' type of process, making a group avoid conflict and resulting in an incomplete consideration of options (Chirumbolo et al, 2004;Park, 2000;Turner and Pratkanis, 1988). Implicit in the model-based group support tradition is the premise that model-based interaction and analysis facilitates effective conflict management by enabling group members to surface and acknowledge the conflict, and deal with it constructively via open discussion rather than avoidance or competition.…”

Section: Introductionmentioning

confidence: 99%

Different paths to consensus? The impact of need for closure on model-supported group conflict management

Franco

Rouwette

Korzilius

2016

European Journal of Operational Research

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Empirical evidence on how cognitive factors impact the effectiveness of model-supported group decision making is lacking. This study reports on an experiment on the effects of need for closure, defined as a desire for definite knowledge on some issue and the eschewal of ambiguity. The study was conducted with over 40 postgraduate student groups. A quantitative analysis shows that compared to groups low in need for closure, groups high in need for closure experienced less conflict when using Value-Focused Thinking to make a budget allocation decision. Furthermore, low need for closure groups used the model to surface conflict and engaged in open discussions to come to an agreement. By contrast, high need for closure groups suppressed conflict and used the model to put boundaries on the discussion. Interestingly, both groups achieve similar levels of consensus, and high need for closure groups are more satisfied than low need for closure groups. A qualitative analysis of a subset of groups reveals that in high need for closure groups only a few participants control the model building process, and final decisions are not based on the model but on simpler tools. The findings highlight the need to account for the effects of cognitive factors when designing and deploying modelbased support for practical interventions.

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Effects of need for closure on creativity in small group interactions

Cited by 101 publications

References 33 publications

Information sharing as strategic behaviour: the role of information display, social motivation and time pressure

Information sharing as strategic behaviour: the role of information display, social motivation and time pressure

Can expressions of anger enhance creativity? A test of the emotions as social information (EASI) model

Different paths to consensus? The impact of need for closure on model-supported group conflict management

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