The ambivalent mind can be a wise mind: Emotional ambivalence increases judgment accuracy

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

“…Specifically, some of these constructs refer to simultaneous states, including mixed emotions (e.g., Larsen, et al, 2001) and emotional ambivalence (e.g., Fong, Social Functions of Emotional Complexity 8 2006;Rees, Rothman, Lehavy & Sanchez-Burks, 2013). Specifically, some of these constructs refer to simultaneous states, including mixed emotions (e.g., Larsen, et al, 2001) and emotional ambivalence (e.g., Fong, Social Functions of Emotional Complexity 8 2006;Rees, Rothman, Lehavy & Sanchez-Burks, 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). Specifically, research has demonstrated that emotionally ambivalent participants are more motivated to consider both positive and negative feedback about a potential job candidate, in comparison to happy participants who were more motivated to seek positive than negative feedback, and more likely to seek, weigh, and incorporate alternative perspectives, measured by others' advice while making numerical estimations, relative to both happy and sad participants (Rees, et al, 2013). Specifically, research has demonstrated that emotionally ambivalent participants are more motivated to consider both positive and negative feedback about a potential job candidate, in comparison to happy participants who were more motivated to seek positive than negative feedback, and more likely to seek, weigh, and incorporate alternative perspectives, measured by others' advice while making numerical estimations, relative to both happy and sad participants (Rees, et al, 2013).…”

“…For instance, they will seek information that both confirms and disconfirms their initial position, and be less likely to anchor on their initial commitments (Kleiman & Hassin, 2013;Rees et al, 2013). For instance, they will seek information that both confirms and disconfirms their initial position, and be less likely to anchor on their initial commitments (Kleiman & Hassin, 2013;Rees et al, 2013).…”

Ambivalence in Organizations: A Multilevel Approach

“…Indeed, since the turn of this century, organizational scholars have linked ambivalence and ambivalent relationships with organizations to resistance to change (Piderit 2000), the propensity to commit corporate crimes (Vadera and Pratt 2013), and to an increase in escapist behaviors among service personnel (Pratt and Doucet 2000). However, during this same period, other research has linked cognitive and/or emotional ambivalence to better chief executive offier (CEO) decision making (Plambeck and Weber 2009), heightened creativity (Fong 2006), increased receptivity to alternatives resulting in improved judgment accuracy (Rees et al 2013), and stronger organizational commitment (Pratt and Rosa 2003). Unfortunately, such research remains scattered, with few systematic attempts to either link or systematize the dizzying number of reactions to ambivalence in organizations.…”

A look into future risks: A psychosocial theoretical framework for investigating the intention to practice body hacking

“…Indeed, people may experience positive emotions when thinking about the positive aspects of BH, and at the same time, may experience worries or fear because of the associated risks. Exploring the effect of emotional ambivalence could shed light on intention towards practicing BH for irresolute people, all the more that emotional ambivalence have been shown to be associated with increasing receptivity to alternative perspectives (Rees, Rothman, Lehavy, & Sanchez‐Burks, ).…”