Persuading republicans and democrats to comply with mask wearing: An intervention tournament.

Many people practiced COVID-19-related safety measures in the first year of the pandemic, but Republicans were less likely to engage in behaviors such as wearing masks or face coverings than Democrats, suggesting radical disparities in health practices split along political fault lines. We developed an "intervention tournament" which aimed to identify the framings that would promote mask wearing among a representative sample of Republicans and Democrats in the U.S. from Oct 14, 2020, to Jan 14, 2021 (N = 4931). Seven different conditions reflecting different moral values and factors specific to COVID-19-including protection from harm (self), protection from harm (community), patriotic duty, purity, reviving the economy, threat, and scientific evidence-were implemented to identify which framings would "win" in terms of promoting mask wearing compared to a baseline condition. We found that Republicans had significantly more negative attitudes toward masks, lower intentions to wear them, and were less likely to sign or share pledges on social media than Democrats, which was partially mediated by Republicans, compared to Democrats, perceiving that the threat of COVID-19 was lower. None of our framing conditions significantly affected Republicans' or Democrats' attitudes, intentions, or behaviors compared to the baseline condition, illustrating the difficulty in overcoming the strength of political polarization during COVID-19.

Cultures of Genius at Work: Organizational Mindsets Predict Cultural Norms, Trust, and Commitment.

Three studies examine how organizational mindset-whether a company is perceived to view talent as fixed or malleable-functions as a core belief that predicts organizational culture and employees' trust and commitment. In Study 1, Fortune 500 company mission statements were coded for mindset language and paired with Glassdoor culture data. Workers perceived a more negative culture at fixed (vs. growth) mindset companies. Study 2 experimentally manipulated organizational mindset and found that people evaluated fixed (vs. growth) mindset companies as having more negative culture norms and forecasted that employees would experience less trust and commitment. Study 3 confirmed these findings from more than 500 employees of seven Fortune 1000 companies. Employees who perceived their organization to endorse a fixed (vs. growth) mindset reported that their company's culture was characterized by less collaboration, innovation, and integrity, and they reported less organizational trust and commitment. These findings suggest that organizational mindset shapes organizational culture.

Implementing strategic change in a health care system: the importance of leadership and change readiness.

BACKGROUND: Shifts in the environment can compel health care organizations to change their strategies. However strategic change frequently fails because individuals do not adopt the behaviors necessary to successfully implement the new strategy. PURPOSE: This study explores how three variables-agreement with new strategy, leaders' actions, and groups' general orientation toward change-can influence members of physician teams to take actions supporting a strategic shift aimed at improving patient satisfaction. METHODOLOGY: Physicians in 37 specialty departments in a large health care organization were surveyed regarding their support for a new customer service initiative, the actions of department leaders, and generalized norms supporting change. The results of the survey were linked to changes in patient satisfaction for the department. RESULTS: Normative support for the specific strategic change was directly related to increased patient satisfaction 1 year later. The interaction between norms supporting change readiness and the quality of leadership was positively related to change in patient satisfaction. PRACTICE IMPLICATIONS: Successfully implementing a strategic change often requires getting individuals to change their behaviors. Leaders can enhance the results of the change by working to develop general norms such as teamwork and tolerance for mistakes that increase general readiness for change with the group.

Knowing your place: self-perceptions of status in face-to-face groups.

Status is the prominence, respect, and influence individuals enjoy in the eyes of others. Theories of positive illusions suggest that individuals form overly positive perceptions of their status in face-to-face groups. In contrast, the authors argue that individuals' perceptions of their status are highly accurate--that is, they closely match the group's perception of their status--because forming overly positive status self-perceptions can damage individuals' acceptance in a group. Therefore, the authors further argue that individuals are likely to refrain from status self-enhancement to maintain their belongingness in a group. Support for their hypotheses was found in 2 studies of status in face-to-face groups, using a social relations model approach (D. A. Kenny & L. La Voie, 1984). Individuals showed high accuracy in perceiving their status and even erred on the side of being overly humble. Moreover, enhancement in status self-perceptions was associated with lower levels of social acceptance.

Intrinsic and extrinsic work orientations as moderators of the effect of annual income on subjective well-being: a longitudinal study.

Income is only weakly associated with both subjective well-being (SWB) and job satisfaction in the United States, a surprising finding in light of the importance placed on financial status in capitalistic societies. To explore this further, the authors examined intrinsic and extrinsic work orientations as potential moderators of the effects of financial compensation on SWB and job satisfaction. Master's of business administration students (N = 124) completed measures of work orientation and, 4 to 9 years later, reported their current salary, SWB, and job satisfaction. As predicted, individuals high in extrinsic orientation experienced higher SWB and job satisfaction to the degree that they earned more money, whereas those high in intrinsic orientation were lower on SWB at higher income levels. These findings are discussed in terms of the Values as Moderators Perspective of SWB and Cognitive Evaluation Theory.