Publisher Summary
This chapter outlines the two basic routes to persuasion. One route is based on the thoughtful consideration of arguments central to the issue, whereas the other is based on the affective associations or simple inferences tied to peripheral cues in the persuasion context. This chapter discusses a wide variety of variables that proved instrumental in affecting the elaboration likelihood, and thus the route to persuasion. One of the basic postulates of the Elaboration Likelihood Model—that variables may affect persuasion by increasing or decreasing scrutiny of message arguments—has been highly useful in accounting for the effects of a seemingly diverse list of variables. The reviewers of the attitude change literature have been disappointed with the many conflicting effects observed, even for ostensibly simple variables. The Elaboration Likelihood Model (ELM) attempts to place these many conflicting results and theories under one conceptual umbrella by specifying the major processes underlying persuasion and indicating the way many of the traditionally studied variables and theories relate to these basic processes. The ELM may prove useful in providing a guiding set of postulates from which to interpret previous work and in suggesting new hypotheses to be explored in future research.

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The elaboration likelihood model of persuasion

Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.

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Psychological Safety and Learning Behavior in Work Teams

INDIVIDUAL PROCESSES IN INTERGROUP BEHAVIOR 3 From Individual to Group Impressions 3 GROUP MEMBERSHIP AND INTERGROUP BEHAVIOR 7 The Scope and Range of Ethnocentrism 8 The Development of Ethnocentrism 9 Intergroup Conflict and Competition 12 Interpersonal and intergroup behavior 13 Intergroup conflict and group cohesion 15 Power and status in intergroup behavior 16 Social Categorization a d Intergroup Behavior 20 Social categorization: cognitions, values, and groups 20 Social categorization a d intergroup discrimination 23 Social identity and social comparison 24 THE REDUCTION FINTERGROUP DISCRIMINATION 27 Intergroup Cooperation and Superordinate Goals " 28 Intergroup Contact. 28 Multigroup Membership and "lndividualizat~’on" of the Outgroup 29 SUMMARY 30

Social Psychology of Intergroup Relations

The field of organizationa l justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizationa l justice.

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Justice at the millennium: a meta-analytic review of 25 years of organizational justice research

As input to water quality management models of nutrient cleanup in the Neuse, we used public meetings, written questionnaires, and personal and telephone interviews to learn what goals stakeholders have for the cleanupand how they would measure achievement of those goals. The biophysical features of the Neuse that concern stakeholders most are clear water with healthy oxygen levels, water-based recreation and edible shellfish and finfish. Notably, just as high or higher on stakeholders' list of concerns are procedural aspects of the cleanup, including fair and efficient allocation of the costs of nutrient reduction among sources, decisions based on sound science, avoidance of excessive regulation, and balance among economic development and environmental goals. We also asked respondents about their experience of previous public involvement efforts. They prefer informational meetings and discussions that offer two-way exchange of information to public hearings, which too often lapse into one-sided polemics. (

Neuse river estuary modeling and monitoring project stage 1: assessment of stakeholder interest and concerns to inform long-term modeling

Purpose
We examine how interpersonal behavior and social interaction influence team sensemaking and subsequent team actions during a hospital-based health information technology (HIT) implementation project


Design/methodology/approach
Over the course of 18 months, we directly observed the interpersonal interactions of HIT implementation teams using a sensemaking lens


Findings
We identified three voice-promoting strategies enacted by team leaders that fostered team member voice and sensemaking; communicating a vision; connecting goals to team member values; and seeking team member input However, infrequent leader expressions of anger quickly undermined team sensemaking, halting dialog essential to problem solving By seeking team member opinions, team leaders overcame the negative effects of anger


Practical implications
Leaders must enact voice-promoting behaviors and use them throughout a team’s engagement Further, training teams in how to use conflict to achieve greater innovation may improve sensemaking essential to project risk mitigation


Social implications
Health care work processes are complex; teams involved in implementing improvements must be prepared to deal with conflicting, contentious issues, which will arise during change Therefore, team conflict training may be essential to sustaining sensemaking


Research implications
Future research should seek to identify team interactions that foster sensemaking, especially when topics are difficult or unwelcome, then determine the association between staff sensemaking and the impact on HIT implementation outcomes


Value/originality
We are among the first to focus on project teams tasked with HIT implementation This research extends our understanding of how leaders’ behaviors might facilitate or impeded speaking up among project teams in health care settings

Exploring interpersonal behavior and team sensemaking during health information technology implementation.

Social conflict and the fairness heuristic.

This research examines how people integrate social reports regarding another person's injustice experience into their own justice assessments. Specifically, we examine three variables-- participant...

The integration of others' experiences in organizational justice judgments.

Using two randomized controlled courtroom experiments on actual litigants at court hearings, we examine a thus far unexplored reason why perceived procedural justice can be strongly associated with litigants' trust in judges and legitimate power assigned to judges. We argue that because litigants try to make sense of what is happening at their hearings, they will tend to inhibit ongoing action in order to pause and check what is going on in the courtroom. During this state of behavioral inhibition, experiences of how fairly judges are treating them will have a sturdy impact on litigants’ reactions. This explanation implies that an experimental manipulation known to weaken behavioral inhibition should attenuate the positive association between perceived procedural justice and trust and legitimacy ratings. The results of both experiments support this line of reasoning. We discuss the implications for the understanding of the psychology of procedural justice and the robustness of priming effects in experimental social psychology.

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On Why Procedural Justice Matters in Court Hearings: Experimental Evidence that Behavioral Disinhibition Weakens the Association between Procedural Justice and Evaluations of Judges

E. Allan Lind

Papers

Neuse river estuary modeling and monitoring project stage 1: assessment of stakeholder interest and concerns to inform long-term modeling

Exploring interpersonal behavior and team sensemaking during health information technology implementation.

Social conflict and the fairness heuristic.

The integration of others' experiences in organizational justice judgments.

On Why Procedural Justice Matters in Court Hearings: Experimental Evidence that Behavioral Disinhibition Weakens the Association between Procedural Justice and Evaluations of Judges