Positive consequences of conflict on decision making: When a conflict mindset facilitates choice.

Savary, Jennifer; Kleiman, Tali; Hassin, Ran R.; Dhar, Ravi

doi:10.1037/a0038551

Cited by 41 publications

(39 citation statements)

References 35 publications

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“…number of boxes on an information display board (Savary, Kleiman, Hassin & Dhar, 2015) but also sought and considered both confirmatory and disconfirmatory information in a trait hypothesis testing task (Kleiman & Hassin, 2013). Internal conflict has also been suggested as a mechanism explaining why bicultural individuals who are equally identified with both cultures and who experience greater conflict between their cultures are more integratively complex than individuals who show a clear preference for one culture over another and thus experience less conflict (Tadmor, et al, 2009).…”

Section: The Social Function Of Emotional Complexity: Flexibilitymentioning

confidence: 99%

Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders

Rothman¹,

Melwani

2017

AMR

133

130

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We propose that the experience and expression of emotional complexity, including the simultaneous and sequential experience of emotional complexity, can be beneficial for leaders' ability to lead change. Utilizing the social functions of emotions perspective, we suggest that the primary function of emotional complexity is to increase cognitive flexibility. Specifically, we present a model that explains how, when, and why emotional complexity is functional for leaders at the individual and interpersonal levels of analysis. At the individual level, leaders who experience emotional complexity are more cognitively flexible and thus make more adaptive decisions. We further propose that not all leaders will experience such benefits from emotional complexity; individual differences of neuroticism and openness to experience will moderate the leader emotional complexity-cognitive flexibility relationship. Extending our analysis to the interpersonal level, we propose that on observing leaders express emotional complexity, followers make positive inferences of cognitive flexibility and are then empowered to act proactively. We explore a relational factor, the followers' shared vantage point with their leader and a situational factor, competing demands as moderators of this relationship. We draw attention to the broader implications of our theorizing for research on leadership and emotions, and its practical implications for management.

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Section: The Social Function Of Emotional Complexity: Flexibilitymentioning

confidence: 99%

Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders

Rothman¹,

Melwani

2017

AMR

133

130

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“…Once a conflict is evoked, the cognitive procedure of considering alternatives becomes accessible, irrespective of the specific content that activated the conflict in the first place. This procedure is then applied to relevant judgments the individual has to currently make and has streamline implications for cognition, motivation, and behavior (Kleiman & Hassin, ; Savary, Kleiman, Hassin, & Dhar, ; Stern & Kleiman, ).…”

Section: The Conflict Mindsetmentioning

confidence: 99%

The conflict mindset: How internal conflicts affect self‐regulation

Kleiman

Enisman

2018

Social & Personality Psych

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Internal conflicts are inherent to individuals' everyday experience. In this paper, we present the idea of the “conflict mindset.” We argue that internal conflicts evoke a unique information processing strategy that builds on the simultaneous accessibility of two (or more) conflicting alternatives. Once a conflict is activated, the procedure underlying it is primed and can be applied to any relevant subsequent judgment that need not overlap in content with the conflict that originally gave rise to the mindset. We present research demonstrating that the conflict mindset broadens cognitive scope, as well as serves a proactive function for resolving subsequent conflicts. We further describe both intra‐personal and inter‐personal implications of the conflict mindset on an array of variables. We briefly discuss other mindsets that share common features with the conflict mindset, elaborate on the uniqueness of the conflict mindset compared to other cognitive and motivational processes, and present lingering questions and future directions.

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“…For instance, of rising interest is the effect of individual differences in the subjective experience of conflict. The way individuals react to task and interpersonal conflicts can affect their creativity (Paletz, Miron-Spektor, & Lin, 2014), satisfaction (Todorova, Bear, & Weingart, 2014), decision making (Savary et al, 2015) and overall performance (Jehn, Rispens, & Thatcher, 2010). Our insights and measures can apply to these and other streams of research that focus on different reactions to conflicts and tensions in organizational and team contexts.…”

Section: Limitations and Future Directionsmentioning

confidence: 99%

Microfoundations of Organizational Paradox: The Problem Is How We Think about the Problem

Miron-Spektor

Ingram

Keller

et al. 2018

AMJ

505

750

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Positive consequences of conflict on decision making: When a conflict mindset facilitates choice.

Cited by 41 publications

References 35 publications

Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders

Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders

The conflict mindset: How internal conflicts affect self‐regulation

Microfoundations of Organizational Paradox: The Problem Is How We Think about the Problem

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