Dropping Beans or Spilling Secrets: How Idiomatic Context Bias Affects Prediction.

Idioms can have both a literal interpretation and a figurative interpretation (e.g., to "kick the bucket"). Which interpretation should be activated can be disambiguated by a preceding context (e.g., "The old man was sick. He kicked the bucket."). We investigated whether the idiomatic and literal uses of idioms have different predictive properties when the idiom has been biased toward a literal or figurative sentence interpretation. EEG was recorded as participants performed a lexical decision task on idiom-final words in biased idioms and literal (compositional) sentences. Targets in idioms were identified faster in both figuratively and literally used idioms than in compositional sentences. Time-frequency analysis of a prestimulus interval revealed relatively more alpha-beta power decreases in literally than figuratively used idiomatic sequences and compositional sentences. We argue that lexico-semantic retrieval plays a larger role in literally than figuratively biased idioms, as retrieval of the word meaning is less relevant in the latter and the word form has to be matched to a template. The results are interpreted in terms of context integration and word retrieval and have implications for models of language processing and predictive processing in general.

The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams.

Attaining value from nationality diversity requires active diversity management, which organizations often employ in the form of diversity training programs. Interestingly, however, the previously reported effects of diversity training are often weak and, sometimes, even negative. This situation calls for research on the conditions under which diversity training helps or harms teams. We propose that diversity training can increase team creativity, but only for teams with less positive pretraining diversity beliefs (i.e., teams with a greater need for such training) and that are sufficiently diverse in nationality. Comparing the creativity of teams that attended nationality diversity training versus control training, we found that for teams with less positive diversity beliefs, diversity training increased creative performance when the team's nationality diversity was high, but undermined creativity when the team's nationality diversity was low. Diversity training had less impact on teams with more positive diversity beliefs, and training effects were not contingent upon these teams' diversity. Speaking to the underlying process, we showed that these interactive effects were driven by the experienced team efficacy of the team members. We discuss theoretical and practical implications for nationality diversity management.

Team-oriented leadership: the interactive effects of leader group prototypicality, accountability, and team identification.

We examined the interactive effects of leader group prototypicality, accountability, and team identification on team-oriented behavior of leaders, thus extending the social identity perspective on leadership to the study of leader behavior. An experimental study (N = 152) supported our hypothesis that leader accountability relates more strongly to team-oriented behavior for group nonprototypical leaders than for group prototypical leaders. A multisource field study with leaders (N = 64) and their followers (N = 209) indicated that this interactive effect is more pronounced for leaders who identify more strongly with their team. We discuss how these findings further develop the social identity analysis of leadership.

Fostering team creativity: perspective taking as key to unlocking diversity's potential.

Despite the clear importance of team creativity for organizations, the conditions that foster it are not very well understood. Even though diversity, especially diversity of perspectives and knowledge, is frequently argued to stimulate higher creativity in teams, empirical findings on this relationship remain inconsistent. We have developed a theoretical model in which the effect of a team's diversity on its creativity is moderated by the degree to which team members engage in perspective taking. We propose that perspective taking helps realize the creative benefits of diversity of perspectives by fostering information elaboration. Results of a laboratory experiment support the hypothesized interaction between diversity and perspective taking on team creativity. Diverse teams performed more creatively than homogeneous teams when they engaged in perspective taking, but not when they were not instructed to take their team members' perspectives. Team information elaboration was found to mediate this moderated effect and was associated with a stronger indirect effect than mere information sharing or task conflict. Our results point to perspective taking as an important mechanism to unlock diversity's potential for team creativity.