Oxytocin promotes intuitive rather than deliberated cooperation with the in-group.

A contribution to a special issue on Hormones and Human Competition. In intergroup settings, individuals prefer cooperating with their in-group, and sometimes derogate and punish out-groups. Here we replicate earlier work showing that such in-group bounded cooperation is conditioned by oxytocin and extend it by showing that oxytocin-motivated in-group cooperation is intuitive rather than deliberated. Healthy males (N=65) and females (N=129) self-administered intranasal placebo or 24IU oxytocin in a double-blind placebo-controlled between-subjects design, were assigned to a three-person in-group (that faced a 3-person out-group), and given an endowment from which they could contribute to a within-group pool (benefitting the in-group), and/or to a between-group pool (benefitting the in-group and punishing the out-group). Prior to decision-making, participants performed a Stroop Interference task that was either cognitively taxing, or not. Cognitively taxed individuals kept less to themselves and contributed more to the within-group pool. Furthermore, participants receiving placebo contributed more to the within-group pool when they were cognitively taxed rather than not; those receiving oxytocin contributed to the within-group pool regardless of cognitive taxation. Neither taxation nor treatment influenced contributions to the between-group pool, and no significant sex differences were observed. It follows that in intergroup settings (i) oxytocin increases in-group bounded cooperation, (ii) oxytocin neither reduces nor increases out-group directed spite, and (iii) oxytocin-induced in-group cooperation is independent of cognitive taxation and, therefore, likely to be intuitive rather than consciously deliberated.

The Bright Side of Threatened Narcissism: Improved Performance Following Ego Threat.

Narcissistic individuals have highly positive self-views and overestimate their abilities. Consequently, they tend to react aggressively whenever they receive information that does not match their high self-views (ego threat). We argue that focusing on aggression merely portrays a one-sided view of narcissistic individuals and the manner in which they counter ego threats. We propose that following ego threat, narcissism can also fuel performance. In four studies, we measured nonclinical narcissism and allocated Dutch undergraduate university students (N1 = 175, N2 = 142, N3 = 159, N4 = 174) to either an ego threat or a no ego threat condition. Ego threat involved negative feedback (Studies 1-2) or threat to uniqueness (Studies 3-4). We measured participants' intentions to complete a challenging task (Study 1), their creative performance (Studies 2-3), and their performance on an anagram task (Study 4). Across Studies 1-3, we consistently found that following ego threat, higher nonclinical narcissism was associated with greater willingness to perform tasks that enabled demonstration of abilities and enhanced creative performance. These results were confirmed using a meta-analysis. However, anagram performance was not enhanced following ego threat. We provide additional analyses that might help explain this. Our findings thus reveal a more positive side to the way narcissistic individuals manage threats to their self-image.

Reality at odds with perceptions: narcissistic leaders and group performance.

Although narcissistic individuals are generally perceived as arrogant and overly dominant, they are particularly skilled at radiating an image of a prototypically effective leader. As a result, they tend to emerge as leaders in group settings. Despite people's positive perceptions of narcissists as leaders, it was previously unknown if and how leaders' narcissism is related to the performance of the people they lead. In this study, we used a hidden-profile paradigm to investigate this question and found evidence for discordance between the positive image of narcissists as leaders and the reality of group performance. We hypothesized and found that although narcissistic leaders are perceived as effective because of their displays of authority, a leader's narcissism actually inhibits information exchange between group members and thereby negatively affects group performance. Our findings thus indicate that perceptions and reality can be at odds and have important practical and theoretical implications.

Parochial cooperation in nested intergroup dilemmas is reduced when it harms out-groups.

In intergroup settings, humans often contribute to their in-group at a personal cost. Such parochial cooperation benefits the in-group and creates and fuels intergroup conflict when it simultaneously hurts out-groups. Here, we introduce a new game paradigm in which individuals can display universal cooperation (which benefits both in- and out-group) as well as parochial cooperation that does, versus does not hurt the out-group. Using this set-up, we test hypotheses derived from group selection theory, social identity, and bounded generalized reciprocity theory. Across three experiments we find, first, that individuals choose parochial over universal cooperation. Second, there was no evidence for a motive to maximize differences between in- and out-group, which is central to both group selection and social identity theory. However, fitting bounded generalized reciprocity theory, we find that individuals with a prosocial value orientation display parochial cooperation, provided that this does not harm the out-group; individualists, in contrast, display parochialism whether or not nut it hurts the out-group. Our findings were insensitive to cognitive taxation (Experiments 2-3), and emerged even when universal cooperation served social welfare more than parochialism (Experiment 3). (PsycINFO Database Record

Majority and minority influence in group negotiation: the moderating effects of social motivation and decision rules.

In organizational groups, often a majority has aligned preferences that oppose those of a minority. Although such situations may give rise to majority coalitions that exclude the minority or to minorities blocking unfavorable agreements, structural and motivational factors may stimulate groups to engage in integrative negotiation, leading to collectively beneficial agreements. An experiment with 97 3-person groups was designed to test hypotheses about the interactions among decision rule, the majority's social motivation, and the minority's social motivation. Results showed that under unanimity rule, minority members block decisions, thus harming the group, but only when the minority has proself motivation. Under majority rule, majority members coalesce at the minority's expense, but only when the majority has a proself motivation. Implications for negotiation research and group decision making are discussed.

The Neuropeptide Oxytocin Enhances Information Sharing and Group Decision Making Quality.

Groups can make better decisions than individuals when members cooperatively exchange and integrate their uniquely held information and insights. However, under conformity pressures group members are biased towards exchanging commonly known information, and away from exchanging unique information, thus undermining group decision-making quality. At the neurobiological level, conformity associates with the neuropeptide oxytocin. A double-blind placebo controlled study found no evidence for oxytocin induced conformity. Compared to placebo groups, three-person groups whose members received intranasal oxytocin, focused more on unique information (i) and repeated this information more often (ii). These findings reveal oxytocin as a neurobiological driver of group decision-making processes.

Oxytocin modulates third-party sanctioning of selfish and generous behavior within and between groups.

Human groups function because members trust each other and reciprocate cooperative contributions, and reward others' cooperation and punish their non-cooperation. Here we examined the possibility that such third-party punishment and reward of others' trust and reciprocation is modulated by oxytocin, a neuropeptide generally involved in social bonding and in-group (but not out-group) serving behavior. Healthy males and females (N=100) self-administered a placebo or 24 IU of oxytocin in a randomized, double-blind, between-subjects design. Participants were asked to indicate (incentivized, costly) their level of reward or punishment for in-group (outgroup) investors donating generously or fairly to in-group (outgroup) trustees, who back-transferred generously, fairly or selfishly. Punishment (reward) was higher for selfish (generous) investments and back-transfers when (i) investors were in-group rather than outgroup, and (ii) trustees were in-group rather than outgroup, especially when (iii) participants received oxytocin rather than placebo. It follows, first, that oxytocin leads individuals to ignore out-groups as long as out-group behavior is not relevant to the in-group and, second, that oxytocin contributes to creating and enforcing in-group norms of cooperation and trust.

Specific Mindfulness Skills Differentially Predict Creative Performance.

Past work has linked mindfulness to improved emotion regulation, interpersonal skills, and basic cognitive abilities, but is unclear about the relation between mindfulness and creativity. Studies examining effects of mindfulness on factors pertinent to creativity suggest a uniform and positive relation, whereas work on specific mindfulness skills suggests that mindfulness skills may differentially predict creativity. To test whether the relation between mindfulness and creativity is positive and uniform (the uniform hypothesis) or differentially depends on particular components of mindfulness (the differential hypothesis), we conducted four studies in which mindfulness skills were measured, extensively trained, or manipulated with a short, incidental meditation session. Results supported a differential relation between mindfulness and creativity: Only the ability to observe and attend to various stimuli consistently and positively predicted creativity. Results regarding other mindfulness skills were less consistent. Implications for theory and practice are discussed.

Oxytocin differentially modulates compromise and competitive approach but not withdrawal to antagonists from own vs. rivaling other groups.

In humans, oxytocin promotes cognitive and motivational tendencies that benefit the groups on which humans depend for their survival and prosperity. Here we examined decision making in an incentivized two-player poker game with either an in-group or out-group antagonist. Sixty nine healthy males received 24 IU oxytocin or matching placebo, and played four rounds of a simplified poker game. On each round they received either low or high value cards to create differences in competitive strength, and then responded to a bet placed by their (simulated) (in-group or out-group) antagonist. Under placebo, participants withdrew and competed depending on their own (low vs. high) competitive strength, regardless of their antagonist's group membership. Under oxytocin, however, participants settled more and competed less with an in-group as compared to an out-group antagonist; withdrawal was unaffected by group membership. We conclude that oxytocin sensitizes humans to the group membership of their interaction partner, rendering them relatively more benevolent and less competitive towards those seen as belonging to their own group. This article is part of a Special Issue entitled Oxytocin and Social Behav.

It takes one to tango: the effects of dyads' epistemic motivation composition in negotiation.

This study examined the effects of epistemic motivation composition in negotiation. Results from Experiment 1 revealed that dyads in which at least one member had high epistemic motivation (measured by personal need for structure) reached higher joint outcomes than dyads in which both members had low epistemic motivation. In Experiment 2, epistemic motivation was manipulated and negotiators were provided with full information or incomplete information about their counterpart's preferences. Two competing sets of hypotheses were developed and tested. Negotiation behavior was coded, and mediation analysis established that the presence of one negotiator with high epistemic motivation helped negotiators overcome information insufficiency and benefited the dyad as a whole because of increased information search rather than heuristic trial and error. Theoretical implications are discussed.

The neuropeptide oxytocin regulates parochial altruism in intergroup conflict among humans.

Humans regulate intergroup conflict through parochial altruism; they self-sacrifice to contribute to in-group welfare and to aggress against competing out-groups. Parochial altruism has distinct survival functions, and the brain may have evolved to sustain and promote in-group cohesion and effectiveness and to ward off threatening out-groups. Here, we have linked oxytocin, a neuropeptide produced in the hypothalamus, to the regulation of intergroup conflict. In three experiments using double-blind placebo-controlled designs, male participants self-administered oxytocin or placebo and made decisions with financial consequences to themselves, their in-group, and a competing out-group. Results showed that oxytocin drives a "tend and defend" response in that it promoted in-group trust and cooperation, and defensive, but not offensive, aggression toward competing out-groups.