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A study was conducted in which 40 four-person groups were assigned a leader and made a decision. The assigned leader used a directive style and argued for a specific decision during discussion. In addition, information was distributed to group members to create full information and hidden profile conditions. Both information distribution and leader decision were found to affect group decisions, individual postdiscussion decisions, and group members' perceptions of conflict, confidence in the group decision, and compliance with the leader. Implications for information sampling and groupthink research were discussed.

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Employing worker and student samples, motivations to engage in flirtatious communication are explored. Six flirting motivations, derived from Henningsen, are considered. Differences across samples are considered using cognitive valence theory as a framework. In addition to differences across worker and student samples, sex differences are also examined. Measures tapping six different flirting motivations (i.e., sexual, relational, exploring, esteem, instrumental, and fun) are utilized. Overall, and consistent with cognitive valence theory, the worker sample is less likely to view flirting as motivated by sexual or relational motivations than is the student sample. Additionally, sex differences emerge for sex and exploration motivations, with men reporting greater levels of each than women.

Research on hidden profiles has found that groups tend to make decisions reflecting the information shared among group members prior to discussion. However, shared information is confounded with individual prediscussion preferences in hidden profile situations. In this article, the authors manipulate information distribution to examine hidden, ambiguous (i.e., prediscussion preferences favor no alternative), and clear (i.e., prediscussion preferences support the decision alternative favored by the total information) profiles. They examine the influence of profile type on group decisions, use of shared and unshared information, and perceptions of normative and informational influence. Results indicate that groups make superior decisions and rely more on unshared information in clear and ambiguous profiles than in hidden profiles. In addition, perceived social influence is most prevalent in ambiguous profiles.