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  1. Implications of Counterfactual Structure for Creative Generation and Analytical Problem Solving.Keith Markman, Matthew Lindberg, Laura Kray & Adam Galinsky - 2007 - Personality and Social Psychology Bulletin 33 (3):312-324.
    In the present research, the authors hypothesized that additive counterfactual thinking mind-sets, activated by adding new antecedent elements to reconstruct reality, promote an expansive processing style that broadens conceptual attention and facilitates performance on creative generation tasks, whereas subtractive counterfactual thinking mind-sets, activated by removing antecedent elements to reconstruct reality, promote a relational processing style that enhances tendencies to consider relationships and associations and facilitates performance on analytical problem-solving tasks. A reanalysis of a published data set suggested that the counterfactual (...)
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  2. Stimulating Creativity in Groups through Mental Simulation.Keith Markman, Elaine Wong, Laura Kray & Adam Galinsky - 2009 - In E. A. Mannix (ed.), Creativity in Groups (Research on Managing Groups and Teams, Vol. 12). Emerald Group Publishing. pp. 111-134.
    A growing literature has recognized the importance of mental simulation (e.g., imagining alternatives to reality) in sparking creativity. In this chapter, we examine how counterfactual thinking, or imagining alternatives to past outcomes, affects group creativity. We explore these effects by articulating a model that considers the influence of counterfactual thinking on both the cognitive and social processes known to impact group creative performance. With this framework, we aim to stimulate research on group creativity from a counterfactual perspective.
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  3. Counterfactual Structure and Learning from Experience in Negotiations.Keith Markman, Laura Kray & Adam Galinsky - 2009 - Journal of Experimental Social Psychology 45 (4):979-982.
    Reflecting on the past is often a critical ingredient for successful learning. The current research investigated how counterfactual thinking, reflecting on how prior experiences might have been different, motivates effective learning from these previous experiences. Specifically, we explored how the structure of counterfactual reflection – their additive (‘‘If only I had”) versus subtractive (‘‘If only I had not”) nature – influences performance in dyadic-level strategic interactions. Building on the functionalist account of counterfactuals, we found across two experiments that generating additive (...)
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