Athletes say they hate to lose more than they love to win. New research finds the same sentiment is shared in organizations. A Virginia Tech researcher and his colleagues discovered that when managers frame work problems as a potential loss, employees are more likely to take action than when those problems are framed as potential gains. The research also revealed that when the potential loss impacts a larger group, employees are more likely to take action in the form of speaking up to a supervisor in hopes of finding a solution. The findings were recently published in the Journal of Applied Psychology.
Telling people they might lose motivates more than telling them they might win, research shows
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The relationships human societies have with animals aren’t fixed, but vary according to era, culture, territory and customs.This post was originally published on this site
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Americans are more likely to turn to authoritarian leaders when jobs are being lost due to offshoring than they are when job losses result from automation, an international research team has found. This is despite [...]
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If you were to ask democracy scholars what they consider the greatest threat to American democracy, you might assume it is voters who support undemocratic practices or policies. But the real answer may surprise you: [...]
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An Iranian propaganda video depicts Donald Trump, Netanyahu and Satan as Lego figurines, the White House combines real footage of airstrikes with clips from films and video games, and the American president shares AI-generated videos [...]
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In 2020, the United States-Mexico-Canada Agreement (USMCA) replaced the North American Free Trade Agreement (NAFTA) as the primary trade framework for the three countries. The agreement is now being reviewed by the three countries. In [...]
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In recent years, many observers have noted parallels between the current international environment and the 1930s, including rising geopolitical tensions, political polarization, trade conflicts, and regional wars. This raised a broader question: How do changes [...]
