The first half of this paper is an attemptto conceptualize and understand the paradoxicalnotion of ``passive action''''. The strategy is toconstrue passive action in the context ofemotional behavior, with the purpose toestablish it as a conceivable and conceptuallycoherent category. In the second half of thispaper, the implications of passive action forcausal theories of action are examined. I arguethat Alfred Mele''s defense of causalism isunsuccessful and that causalism may lack theresource to account for passive action.Following Harry Frankfurt, I suggest analternative way (...) of understanding the nature ofaction that can accommodate passive action. (shrink)

Purpose:The pandemic of coronavirus disease 2019 (COVID-19), which has had a significant impact on people’s lives, has apparently increased the incidence of depression. Although the topic of how depression affects creativity is contested, previous research has revealed a significant relationship between the two. The purpose of this study is to further investigate the relationship and the mechanisms that operate between depression and creativity.Methods:A total of 881 students at an independent college in China completed a questionnaire consisting of the Self-Reported Depression (...) Scale, Runco Ideational Behavior Scale, Psychological Resilience Scale, Deliberate Rumination Scale and demographic information. Among the respondents, 317 (36.0%) were male and 564 (64.0%) were female, all of whom were from the same grade. Correlation analyses were conducted, and then the researchers carried out mediation analysis and developed a moderated mediation model.Results:The results indicated that (a) depression was positively related to creativity (r= 0.085,p< 0.05); (b) psychological resilience mediated the relationship between depression and creativity; specifically, psychological resilience was negatively related to depression (r= −0.462,p< 0.01), which in turn was positively related to creativity (r= 0.198,p< 0.01); and (c) deliberate rumination moderated the relationship between depression and psychological resilience, showing a significant negative correlation with depression (r= 0.138,p< 0.01), psychological resilience (r= 0.078,p< 0.05), and creativity (r= 0.288,p< 0.05); specifically, higher levels of deliberate rumination strengthened the negative correlation between psychological resilience and depression.Conclusion:The results suggest that depression is a positive predictor of creativity and may promote creativity to some extent. Further, individuals with greater psychological resilience are more creative than those with less psychological resilience, as it is a question of whether they can and to what extent they can effectively use depression as an emotional resource. Last, an individual’s level of deliberate rumination moderates the mediating process, especially at the stage where depression is associated with psychological resilience. These findings advance understanding of the mechanisms that operate between depression and creativity. (shrink)

BackgroundAs the number of randomised controlled trials of medicines for children increases, it becomes progressively more important to understand the experiences of parents who are asked to enrol their child in a trial. This paper presents a narrative review of research evidence on parents' experiences of trial recruitment focussing on qualitative research, which allows them to articulate their views in their own words.DiscussionParents want to do their best for their children, and socially and legally their role is to care for (...) and protect them yet the complexities of the medical and research context can challenge their fulfilment of this role. Parents are simultaneously responsible for their child and cherish this role yet they are dependent on others when their child becomes sick. They are keen to exercise responsibility for deciding to enter a child in a trial yet can be fearful of making the 'wrong' decision. They make judgements about the threat of the child's condition as well as the risks of the trial yet their interpretations often differ from those of medical and research experts. Individual parents will experience these and other complexities to a greater or lesser degree depending on their personal experiences and values, the medical situation of their child and the nature of the trial. Interactions at the time of trial recruitment offer scope for negotiating these complexities if practitioners have the flexibility to tailor discussions to the needs and situation of individual parents. In this way, parents may be helped to retain a sense that they have acted as good parents to their child whatever decision they make.SummaryDiscussing randomised controlled trials and gaining and providing informed consent is challenging. The unique position of parents in giving proxy consent for their child adds to this challenge. Recognition of the complexities parents face in making decisions about trials suggests lines for future research on the conduct of trials, and ultimately, may help improve the experience of trial recruitment for all parties. (shrink)

The number of traumatic events that occur worldwide is increasing, yet the literature pays little attention to their implications for leader development. This paper calls for a consideration of how collective trauma such as genocides and the Holocaust can shape the cognition of leaders who are second- and third-generation descendants. Drawing on research on the transgenerational transmission of collective trauma, social learning, social identity and psychodynamic theories, we identify three mechanisms through which collective trauma can be transmitted to leaders: cultural (...) artifacts, community events and family narratives. In this article, we introduce the topic of collective trauma in leader development and draw on the theories of psychodynamic, social identity and social learning to explain how the transmission of collective trauma occurs. We also propose how the transmitted trauma shapes leader cognition, values and behaviors. This framework can serve as a basis for future theory-building in leader and leadership development that will be key to the study of authentic and ethical leadership. (shrink)

Drawing on the dual process framework from social and cognitive psychology, this paper reconciles two distinct conceptualizations of trust prevalent in the literature: “rational” calculative and irrational “affective” or normative. After critically reviewing previous attempts at reconciliation between these distinctions, we argue that the notion of trust as “reliance” is the higher order category of which “deliberate trust” and “intuitive faith” are subtypes. Our revised approach problematizes the conflation of epistemic uncertainty with phenomenological uncertainty while providing sound footing for a (...) key sociological insight: that reliance on the routine social order is both the cognitive default and based on substantial practical evidence. We develop two broad suggestions for future research from these implications: sociological research should examine the role of intuitive faith—as opposed to deliberate trust—in late modern societies, and analysts should challenge the role of deliberate trust as the “modal” form of reliance in contemporary research. (shrink)

ABSTRACTEmotions are predicted to influence judgement and decision-making across a range of performance contexts. This experiment tested whether motivational-general arousal imagery can improve the decision-making performance of elite endurance cyclists. In total, 54 cyclists were assigned to either a positive imagery condition or a negative imagery condition. The cyclists were read one of two scripts designed to elicit positive or negative images during a 20-min maximal sustainable interval on a cycle ergometer. A decision-making task was performed before and immediately after (...) the maximal sustainable power interval. Results showed that the manipulation was successful with cyclists in the positive imagery condition reporting more positive affective states (higher levels of happiness and lower level... (shrink)

The assumption that positive affect leads to a better performance in simple cognitive tasks has become well established. We address the question whether positive and negative emotions differentially influence performance in complex problem-solving in the same way. Emotions were induced by positive or negative feedback in 74 participants who had to manage a computer-simulated complex problem-solving scenario. Results show that overall scenario performance is not affected, but positive and negative emotions elicit distinguishable problem-solving strategies: Participants with negative emotions are more (...) focused on the seeking and use of information. We discuss methodological requirements for investigating emotion influences in complex and dynamic cognitive tasks. (shrink)

The assumption that positive affect leads to a better performance in simple cognitive tasks has become well established. We address the question whether positive and negative emotions differentially influence performance in complex problem-solving in the same way. Emotions were induced by positive or negative feedback in 74 participants who had to manage a computer-simulated complex problem-solving scenario. Results show that overall scenario performance is not affected, but positive and negative emotions elicit distinguishable problem-solving strategies: Participants with negative emotions are more (...) focused on the seeking and use of information. We discuss methodological requirements for investigating emotion influences in complex and dynamic cognitive tasks. (shrink)

The traditional view of cognition as detached from emotions is recently being questioned. This study aimed to investigate the influence of emotional valence on the accuracy and bias in the representation of numbers on the mental number line (MNL). The study included 164 participants who were randomly assigned into two groups with induced positive and negative emotional valence using matched arousal film clips. Participants performed a computerised number-to-position (CNP) task to estimate the position of numbers on a horizontal line. The (...) results showed that participants in the positive valence group exhibited a rightward bias, while those in the negative valence group showed an opposite pattern. The analysis of mean absolute error revealed that the negative valence group had higher error rates compared to the positive valence group. Furthermore, the MNL estimation pattern analysis indicated that a two-cycle cyclic power model (CPM) best explained the data for both groups. These findings suggest that emotional valence influences the spatial representation of numbers on the MNL and affects accuracy in numerical estimations. Our findings are finally discussed in terms of body-specificity and the Brain’s Asymmetric Frequency Tuning (BAFT) theories. The study provides new insights into the interplay between emotions and numerical cognition. (shrink)

We propose that revenge responses are often influenced more by affective reactions than by deliberate decision making as McCullough et al. suggest. We review social psychological evidence suggesting that justice judgments and reactions may be determined more by emotions than by cognitions.

This article provides a conceptual framework for studying the influence of mood on managerial ethical decision making. We draw on mood-congruency theory and the affect infusion model to propose that mood influences managerial ethical decision making through deliberate and conscious assessments of the moral intensity of an ethical issue. By accounting for proscriptive and prescriptive morality—i.e., harmful and prosocial behavior, respectively—we demonstrate that positive and negative mood may have asymmetrical and paradoxical effects on ethical decision making. Specifically, our analysis suggests (...) that individuals in a positive mood will be more likely to engage in prosocial behavior but less likely to refrain from activities that have harmful consequences for others, whereas individuals in a negative mood will be more likely to avoid activities that put others at risk or harm but at the same time less prone to engaging in activities that have positive consequences for others. Importantly, we account for the context within which managers make their decisions by examining how situational strength may moderate the influence of mood on managerial ethical decision making. Finally, we discuss how organizations can leverage the double-edged sword effect of mood on ethical decision making and prevent, control and manage the risk of unethical decision making on the part of managers. (shrink)

Minimizing the costs that others impose upon oneself and upon those in whom one has a fitness stake, such as kin and allies, is a key adaptive problem for many organisms. Our ancestors regularly faced such adaptive problems (including homicide, bodily harm, theft, mate poaching, cuckoldry, reputational damage, sexual aggression, and the infliction of these costs on one's offspring, mates, coalition partners, or friends). One solution to this problem is to impose retaliatory costs on an aggressor so that the aggressor (...) and other observers will lower their estimates of the net benefits to be gained from exploiting the retaliator in the future. We posit that humans have an evolved cognitive system that implements this strategy – deterrence – which we conceptualize as a revenge system. The revenge system produces a second adaptive problem: losing downstream gains from the individual on whom retaliatory costs have been imposed. We posit, consequently, a subsidiary computational system designed to restore particular relationships after cost-imposing interactions by inhibiting revenge and motivating behaviors that signal benevolence for the harmdoer. The operation of these systems depends on estimating the risk of future exploitation by the harmdoer and the expected future value of the relationship with the harmdoer. We review empirical evidence regarding the operation of these systems, discuss the causes of cultural and individual differences in their outputs, and sketch their computational architecture. (shrink)

The objective of this article is to develop a faith development perspective on corporate sustainability. A firm’s management of sustainability is arguably determined by the way decision-makers relate to the other and the natural environment, and this relationship is fundamentally shaped by faith. This study advances theoretical understanding of the approach managers take on sustainability issues by explaining how four distinct phases of faith development—improvidence, obedience, irreverence and providence—determine a manager’s disposition towards sustainability. Combining insights from intentional and relational faith (...) development theories, the analysis reveals that a manager’s faith disposition can be measured according to four interrelated process criteria: (1) connectivity as a measure of a manager’s actual engagement and activities aimed at relating to sustainability; (2) inclusivity as a measure of who and what is included or excluded in a manager’s moral consideration; (3) emotional affinity as a measure of a manager’s sensitivity and affection towards the well-being of others and ecological welfare; and (4) reciprocity as a measure of the degree to which a manager is rewarded for responding to the needs and concerns of ‘Others’, mainly in the form of a positive emotional (and relational) stimulus. The conceptual model consolidates earlier scholarly works on the psychological drivers of sustainability management by illuminating our search for a process of faith development that connects with an increasingly complex understanding of the role of business in society. (shrink)

This article examines whether a functionalist approach to emotion classification is a research program that can feasibly be implemented in an experimental environment. I suggest that this is a promise perhaps impossible to keep. The crux of the argument is that if functional taxonomy is to go the full distance and shape experimental conditions to the new boundaries, then stimuli/experimental manipulations must be selected based on functional principles. But this seems implausible or even impossible. I conclude that emotion taxonomy, and (...) thus the metastructure of emotion theory, is both constrained and determined by human emotional feelings, and suggest that feelings have a special epistemological status in emotion research. (shrink)

A surprisingly large number of lottery prizes go unclaimed every year. This leads us to suspect that what people bet on is not only money, but also good mood. We conducted three studies to explain, from an emotional perspective, why people play lottery games. We first conducted two survey studies to assess mood state reported by online (Study 1a) and offline lottery buyers (Study 1b) at different stages of lottery play. The results revealed that participants’ highest mood appeared before knowing (...) whether they had won. In Study 2, we manipulated the means of reward (lottery tickets vs. cash) and compared participants’ mood changes at different stages of a rewards game in the laboratory. We found the following: first, lottery group participants were generally in a better mood; second, 42% of lottery group participants did not come to the laboratory to collect scratch cards; and third, lottery group participants took more time to return to the laboratory to check their tickets than participants in the cash group. In Study 3, we examined whether priming good or bad mood could influence participants’ preferences for cash versus lottery tickets. The results revealed that participants who were primed for poor mood had a higher preference for lottery tickets compared with their good mood counterparts. These findings suggest that what our participants sought in lottery play was not only money, but improved mood. (shrink)

ABSTRACT:Increasing research attention to the ways that firms seek to influence the emotions of employees, consumers, and other stakeholders has not been accompanied by systematic attention to the ethical dimensions of emotion management. In this article we review and discuss research that informs the morality of influencing and regulating the emotions of others. What are the moral limits of the use of emotion as a management tool for shaping workplace behavior and influencing the thoughts and actions of consumers? Do the (...) ethics of emotional labor and emotional appeals (e.g., in consumer advertising) depart from moral rules that apply in “non-emotional” contexts? To explore these questions we examine research on the means by which individuals’ emotions are shaped and on the organizationally relevant consequences of individual emotional experience. We then discuss a number of potential ethical issues that are implicit or explicit in the organizationally sanctioned use of emotion management, incorporating existing literature in management and business ethics that has addressed the moral obligations of organizations in this context, and highlighting areas where there is yet work to be done. We conclude by discussing the implications of our analysis. (shrink)

Business Ethics: A European Review, EarlyView.

By presenting and synthesizing findings on the character of boredom, the article advances a theoretical account of the function of the state of boredom. The article argues that the state of boredom should be understood as a functional emotion that is both informative and regulatory of one's behavior. Boredom informs one of the presence of an unsatisfactory situation and, at the same time, it motivates one to pursue a new goal when the current goal ceases to be satisfactory, attractive or (...) meaningful. Boredom ultimately promotes both movement and the restoration of the perception that one's activities are meaningful and congruent with one's overall projects. (shrink)

What do events such as scandals, industrial accidents, activist threats, and mass shootings have in common? They can all trigger an audience’s stigma judgment about the organization involved in the event. Despite the prevalence of these stigma-triggering events, management research has provided little conceptual work to characterize the dimensions and processes of organizational event stigma. This article takes the perspective of the evaluating audience to unpack the stigma judgment process, identify critical dimensions for categorizing types of event stigma, and explore (...) the role of the stigmatizers’ aesthetic, emotional, and cognitive reactions as well as their practical considerations in producing what we call “sticky stigmas.” Our event stigma typology provides clarity regarding how stigmas differ based on the types of events and audiences’ reactions and why some event stigmas are stronger and more long-lasting than others. We highlight the role of emotions and aesthetics in stigma formation and the various ethical dilemmas that influence stigma stickiness. (shrink)

This study examines the assumption that training in professional ethics is a predictor of the meta-moral cognitive ability of engineering students. The main purpose of the study was to check the difference in the meta-moral cognitive abilities between those students who studied a course on professional ethics, as part of the engineering curriculum, and those who did not undertake such a course. Using the survey method, the author conducted a pilot study amongst 243 engineering undergraduates. The meta-moral cognitive awareness inventory (...) developed on the basis of the meta-cognitive awareness inventory prepared by Schraw Gregory and Dennison Rayne Sperling was used to measure the meta-moral cognitive level of the respondents. The results show that there was a substantial difference in the meta-moral cognitive abilities between those students who studied professional ethics, and those who did not. The univariate analysis of variance of the collected data reveals a significant variance. (shrink)

Uncertainty is an inherent part of knowledge, and yet in an era of contested expertise, many shy away from openly communicating their uncertainty about what they know, fearful of their audience’s reaction. But what effect does communication of such epistemic uncertainty have? Empirical research is widely scattered across many disciplines. This interdisciplinary review structures and summarises current practice and research across domains, combining a statistical and psychological perspective. This informs a framework for uncertainty communication in which we identify three objects (...) of uncertainty -facts, numbers, and science-and two levels of uncertainty: direct and indirect. An examination of current practices provides a scale of nine expressions of direct uncertainty. We discuss attempts to codify indirect uncertainty in terms of quality of the underlying evidence. We review the limited literature about the effects of communicating epistemic uncertainty on cognition, affect, trust, and decision-making. While there is some evidence that communicating epistemic uncertainty does not necessarily affect audiences negatively, impact can vary between individuals and communication formats. Case studies in economic statistics and climate change illustrate our framework in action. We conclude with advice to guide both communicators and future researchers in this important but so far rather neglected field. (shrink)

Professions have a social obligation to ensure that their members’ professional behavior is morally appropriate. The psychology profession in most jurisdictions delegates the responsibility of ensuring that psychologists entering the profession are ethically competent to pre-practicum training programs. Educators responsible for teaching the ethics courses in these programs often base them on Rest’s (1984, 1994) theory that does not take into account a vast amount of contemporary psychological and neuroscientific research data on moral decision making. My aim with this article (...) is therefore to summarize the psychological and neuroscience research findings relevant to moral decision making and consider how educators who teach ethics courses can apply them in developing ethics courses grounded in research. (shrink)

This book is concerned with helping you improve your approach to decision-making. The author examines judgement in a selection of managerial contexts and provides important understanding that can help you make better leadership decisions. The book also pinpoints the in-house politics of organisational decision-making. Drawing on the very latest research, it introduces practical techniques that show you how to analyse and develop your own decision-making style. It will help you to deliver sharp and insightful analyses of your business and develop (...) effective solutions. In addition, it presents simple checklists that will give you vital insights throughout the decision-making process. Students and practitioners of leadership, management, and allied fields will find this book useful in order to understand and implement useful methods. (shrink)

In this chapter, it is demonstrated that the concepts of leadership and organization are closely linked. A leader should initially get to know the organizational culture as well as possible. Such a culture can for example be authoritarian and conformist or innovative and progressive in nature. The assumption is that leaders are influenced by their own culture. Strategic decisions are characterized by the fact that they are new, complex and open in nature, and being able to develop a strategy is (...) one of the most difficult tasks for a leader. Traditionally, it is primarily the top leadership in an organization that works with strategic decisions, and thus it is common that strategic issues are handled by top leadership teams. This is related to the globalization of business and to the fact that the pace of work has increased significantly. In order to exercise leadership, a leader must have access to power. A power base can be created through networking as well as by using different political tactics. However, it is important to use political tactics in order to promote the organization's interests. When a leader has built up a power base, it is essential that power is used properly. The decisions that leaders make must be ethically correct and not violate universal human values. For instance, they should not lead to negative consequences for others within or outside the organization. Evidence suggests that most leaders have the potential to develop as ethical decision makers. -/- . (shrink)

This chapter illustrates that in order to reach a decision a leader must decide which persons should be involved in the process and when. A relatively common method of involving others is delegating the decision to a group. A main objective of this is often to generate as many innovative ideas as possible, and different techniques can be employed for this, including brainstorming. The proposal generated must then be validated by the group using different criteria on the basis of which (...) it is then relatively easy to filter out proposals that do not reach the goals that have been set. However, a leader needs to collect additional information in order to reach a decision. By the use of information technology vast amounts of information may be accumulated. Thus, different kinds of filtering or weeding methods must be used in order to quickly obtain relevant information. This information can help leaders create forecasts and minimize risks. They must also be able to present their ideas in the most attractive way possible in order to be heard and arrive at decisions. The design of the presentation is therefore critical. Sometimes it is not enough for leaders just to present an idea, they are then obliged to negotiate in order to reach a decision. -/- . (shrink)

In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...) there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success -/- . (shrink)

This chapter includes a discussion of leadership decisions and stress. Many leaders are daily exposed to stress when they must make decisions, and there are often social reasons for this. Social standards suggest that a leader must be proactive and make decisions and not flee the situation. Conflict often creates stress in decision-making situations. It is important for leaders to understand that it is not stress in itself that leads to bad decisions, rather, bad decisions may be the result of (...) time pressure in the sense that leaders have not been able to gather enough relevant information. Thus, it is worthwhile for leaders to be able to prioritize properly in order to cope with stressful situations. In some situations, a leader chooses to delegate the decisions to his/her team and then it is important to guard against «groupthink», a phenomenon where members of a team put consensus before anything else as a result of the peer pressure. A number of methods are presented that enable leaders to avoid this phenomenon. Often leaders are involved in decision-making situations where they are forced to navigate between objectives that are in strong conflict with each other. We are talking about «decision dilemmas». These are characterized by the existence of a conflict between the top leadership's desire to control the activities and their wish to give autonomy and independence to the various units. It is important for leaders to be able to strike a balance in different dilemma situations and understand how to best manage conflicts when they arise -/- . (shrink)

In this chapter it is pointed out that leaders who make decisions normally rely on both their intuition and their analytical thinking. Modern research shows that intuitive thinking has the potential to support the analytical, if used properly. Leaders must therefore be aware of the possibilities and limitations of intuition. Fresh thinking and innovation are key elements in leadership analysis, thus creative problem-solving is an important complement to traditional leadership thinking. Creative leaders work extensively with both intuition and logic. They (...) also often work with metaphors, analogies, images and imagination to create dynamism in the analysis of a problem. Many leaders come in daily contact with problems that are not necessarily self-generated. It is therefore important that they have the opportunity to take an outside perspective on the situation. They must be able to define the problems which are of strategic importance for the activity. Leaders should not allow themselves to be stressed too much by various everyday problems, but be aware that they usually cannot just ignore them. After delineating a problem a leader should think through what trials ought to be conducted to test a given hypothesis about reality. This can be done by showing how different problems are related to each other. When analyzing various problems it is useful to clarify what kinds of decisions theyrelate to. Some decisions must be made directly, while others canbe postponed. Some decisions are reversible in nature while others are irrevocable -/- . (shrink)

This chapter makes it clear that a significant element of both leadership and decision making is the development aspect. Leaders develop in their decision making by being confronted with difficult decision situations. However, they also develop through various forms of systemized training and education. Different leaders tend to develop in different directions. For this reason, one can identify a number of key leadership styles based on different ways of leading. These different styles are appropriate for various types of organization. Some (...) organizations require a strict and authoritative style, while others are in greater need of a more democratic style. Senior leaders often have the capacity to switch between different leadership styles depending on how the situation develops. In addition, there are a number of key decision-making roles that leaders are expected to manage. These include the role of entrepreneur, problem-solver, resource-allocator and negotiator. Leaders must also learn to work with clarity, conviction, courage, and communication in order to facilitate their decisions. Research shows that leaders who face severe adversity in their careers often are forced to make many difficult decisions. As a result they develop. Being forced to make difficult decisions actually leads to reflection, self-awareness and self-knowledge of one’s own values. Leaders also develop by communicating their problems in a structured way with more experienced colleagues. The fact that leaders develop by making difficult decisions leads to various forms of action having a central role. It is by putting decisions into action that leaders develop, as well as by reflecting on what alternative decisions could have been made. An action perspective on leadership decisions is closely linked to the concept of sense-making. This phenomenon implies observation, action, revision and communication in the aftermath of a decision. There is research indicating that reflection, critical thinking, intuition, ethics and communication are important dimensions of leaders and decision makers who are generally perceived as wise. -/- . (shrink)

Nowadays, aesthetics are generally considered as a crucial aspect that affects the way we confront things, events, and states of affairs. However, the functional role of aesthetics in the interaction between agent and environment has not been addressed effectively. Our objective here is to provide an explanation concerning the role of aesthetics, and especially, of the aesthetic experience as a fundamental bodily and emotional activity in the respective interactions. An explanation of the functional role of the aesthetic experience could offer (...) new orientations to our understanding of embodied cognition and of aesthetics as a fundamental part of it. We argue that aesthetic experience, especially its emotional dimension, is an evaluative process that influences the anticipation for stable and successful interactions with the environment. In other words, aesthetics facilitates sense-making as they affect what might be anticipated by an action tendency with respect to an environment. (shrink)

What does it mean to be an aesthetic beholder? Is it different than simply being a perceiver? Most theories of aesthetic perception focus on 1) features of the perceived object and its presentation or 2) on psychological evaluative or emotional responses and intentions of perceiver and artist. In this chapter I propose that we need to look at the process of engaged perception itself, and further that this temporal process of be- coming a beholder must be understood in its embodied, (...) contextual and dynamic speci- ficity. Through both phenomenological and neuroscientific explorations I analyze what is characteristic about a more “aesthetic stance” and argue that there is a certain asym- metry between beholder and beheld, which has to do with a disengagement of goal- directed action, and which allows for other kinds of perceptual involvement than in a more “practical stance”. It is a multi-disciplinary project integrating a sensorimotor no- tion of aesthetic affordances, 18th century philosophy, and large-scale brain network findings. What ensues is a new dynamic framework for future empirical and theoretical research on aesthetic perception. (shrink)

This dissertation explores the practices of emotion work in the financial services industry as they are constructed in interviews with people employed in different financial organizations. The issues of emotion work in organizations are generally investigated in terms of emotion management, impression formation and negotiation or accomplishment. The previous research has also uncovered that emotions and market moods influence how people make financial decisions under conditions of fundamental uncertainty. In this study, I adopt a critical-interpretive approach and seek to develop (...) an in-depth understanding of organizational practices through which people employed in the financial services industry maintain emotion-reason dualism. This approach allows us to shift the analysis from categorizing what counts as rational versus emotional decision making to examining discourses that constitute claims of preferred rationality and devalue the significance of emotions at work. The transcripts of 23 interviews with 17 people employed in different financial organizations constituted the data for this study. The analysis of the interview discourse shows that emotions are conceptualized as an antipode to rationality, threat, weakness and as a source of stress. On one hand, the strategies of internal emotional control reflect the participants’ desire to take control over their feelings in order to fit into the discourse of preferred rationality. The concept of emotion also shapes the tactics of impression management. The interviewees were consciously aware of which feelings they wanted to display, and how to use emotions in order to build and maintain networks of relationships with different market participants. On the other hand, the simultaneous co-existence of negation and practical utility of feelings at work in the participants’ narratives suggests that meanings associated with preferred rationality and marginalized emotionality fluctuate along the following dimensions: absence-presence, chaos-order/discipline, weakness-power and subjectivity-objectivity. These findings open up a new space to explore the concepts of emotionality and rationality as socially constructed phenomena that are reproduced in the practices of emotion work. The focus on discourse not only offers a communication centered model of rationalized emotion, but also unveils social aspects of financial management. (shrink)

This paper explores the nature of emotions by considering what appear to be two differing, perhaps even conflicting, approaches to affectivity—an evolutionary functional account, on the one hand, and a phenomenological view, on the other. The paper argues for the centrality of the notion of function in both approaches, articulates key differences between them, and attempts to understand how such differences can be overcome.

This thesis aimed at examining the impact of decorative pictures, defined as pictures which make an instructional material aesthetically appealing rather than conveying information for learning. In research, the use of decorative pictures was considered to be detrimental for learning for a long time. In contrast, recent research revealed that the impact of these pictures is moderated by a number of variables. In a series of experiments which were based on cognitive-affective theories of learning with media, a selected number of (...) theoretically derived moderators were examined in a series of experiments. A first experiment investigat-ed the effectiveness of different levels of emotional charge and the impact of different contexts shown in decorative pictures. Results showed that learning performance was higher for positive than negative pictures, while the measured pleasure of students mediated this effect. Decorative pictures showing a learning context were also found to enhance learning while the students’ assessments of arousal and dominance were raised for these pictures. In a second experiment, design features of anthropomorphism, defined as features which elicit the tendency to attribute human characteristics to non-human objects, were implemented in decorative pictures. Based on a two-factorial design with the inclusion of human faces and personalized labels, both human faces and personalized labels were found to foster learning. In comparison to a control group without decorative pictures, the inclusion of both mentioned anthropomorphic features in decorative pictures led to a higher learning performance. In contrast, decorative pictures without anthropomorphic features decreased learning. Both features additionally enhanced the mental effort and intrinsic motivation of students, although a task-irrelevant cognitive load was increased by the inclusion of decorative pictures. The emotional charge and the degree of text-picture connectedness of decorative pictures were additionally examined in three other experiments. Moreover, these groups were compared with an additional control group without decorative pictures. All three experiments revealed that decorative pictures with a strong connection to the learning topic of a text and a positive charge increased learning. In comparison with the control group, positive, strongly connected pictures mainly enhanced and negative, weakly connected pictures mainly impaired learning. Results can be explained by significant differences among the assessment of cognitive processes of learners. In conclusion, decorative pictures may be used in order to enrich an instructional material if boundary conditions like the context-relatedness, the degree of anthropomorphism, the text-picture connectedness, and the emotional charge are taken into account. (shrink)

The assumption that positive affect leads to a better performance in simple cognitive tasks has become well established. We address the question whether positive and negative emotions differentially influence performance in complex problem-solving in the same way. Emotions were induced by positive or negative feedback in 74 participants who had to manage a computer-simulated complex problem-solving scenario. Results show that overall scenario performance is not affected, but positive and negative emotions elicit distinguishable problem-solving strategies: Participants with negative emotions are more (...) focused on the seeking and use of information. We discuss methodological requirements for investigating emotion influences in complex and dynamic cognitive tasks. (shrink)