Despite the importance of commitment for distinctively human forms of sociality, it remains unclear how people prioritize and evaluate their own and others’ commitments - especially implicit commitments. Across two sets of online studies, we found evidence in support of the hypothesis that people’s judgments and attitudes about implicit commitments are governed by an implicit sense of commitment, which is modulated by cues to others’ expectations, and by cues to the costs others have invested on the basis of those expectations.

Joint action enables us to achieve our goals more efficiently than we otherwise could, and in many cases to achieve goals that we could not otherwise achieve at all. It also presents us with the challenge of determining when and to what extent we should rely on others to make their contributions. Interpersonal commitments can help with this challenge – namely by reducing uncertainty about our own and our partner’s future actions, particularly when tempting alternative options are available to one (...) or more parties. How we know whether a commitment is in place need not, however, be based on an explicit, identifiable event; in many cases, joint action is stabilized by individuals’ experience of an implicit sense of commitment, which is sensitive to subtle situational cues such as the effort costs invested by one or more agents. While an emerging body of work has investigated the conditions under which a sense of commitment may emerge and/or be strengthened, little attention has been paid to the conditions under which people are comfortable _dissolving_ commitments. Specifically, what are the factors that modulate people’s motivation and which determine whether circumstances merit the dissolution of a commitment? After evaluating and rejecting the answers to this question suggested by standard approaches to commitment, we develop a new approach. The core insight which we articulate and defend is that, when considering whether new information or changing circumstances merit the dissolution of a commitment, people virtually bargain with their partners, performing a simulation of a bargaining process with the other person, including imagining how the other will feel and act towards them, and what effect this will have on them. The output of this simulation is a consciously accessible, affective state which provides motivation either to dissolve the commitment or to persist in it. Overall, our account expands our understanding of the phenomenology of being motivated to act committed in joint activity, an area in which existing accounts of interpersonal commitment fall short. (shrink)

Previous research has shown that the perception that one’s partner is investing effort in a joint action can generate a sense of commitment, leading participants to persist longer despite increasing boredom. The current research extends this finding to human-robot interaction. We implemented a 2-player version of the classic snake game which became increasingly boring over the course of each round, and operationalized commitment in terms of how long participants persisted before pressing a ‘finish’ button to conclude each round. Participants were (...) informed that they would be linked via internet with their partner, a humanoid robot. Our results reveal that participants persisted longer when they perceived what they believed to be cues of their robot partner’s effortful contribution to the joint action. This provides evidence that the perception of a robot partner’s effort can elicit a sense of commitment to human-robot interaction. (shrink)

The paper spells out the rationale for developing means of manipulating and of measuring people’s sense of commitment to robot interaction partners. A sense of commitment may lead people to be patient when a robot is not working smoothly, to remain vigilant when a robot is working so smoothly that a task becomes boring, and to increase their willingness to invest effort in teaching a robot. We identify a range of contexts in which a sense of commitment to robot interaction (...) partners may be particularly important. (shrink)