Epley Nicholas, Caruso Eugene, Bazerman Max H
Graduate School of Business, University of Chicago, IL 60637, USA.
J Pers Soc Psychol. 2006 Nov;91(5):872-89. doi: 10.1037/0022-3514.91.5.872.
Group members often reason egocentrically, believing that they deserve more than their fair share of group resources. Leading people to consider other members' thoughts and perspectives can reduce these egocentric (self-centered) judgments such that people claim that it is fair for them to take less; however, the consideration of others' thoughts and perspectives actually increases egoistic (selfish) behavior such that people actually take more of available resources. A series of experiments demonstrates this pattern in competitive contexts in which considering others' perspectives activates egoistic theories of their likely behavior, leading people to counter by behaving more egoistically themselves. This reactive egoism is attenuated in cooperative contexts. Discussion focuses on the implications of reactive egoism in social interaction and on strategies for alleviating its potentially deleterious effects.
团队成员常常以自我为中心进行推理，认为他们应得的团队资源份额超过其公平份额。引导人们考虑其他成员的想法和观点可以减少这些以自我为中心（自我本位）的判断，使人们声称自己少拿是公平的；然而，考虑他人的想法和观点实际上会增加利己（自私）行为，以至于人们实际上会拿走更多可用资源。一系列实验在竞争情境中证明了这种模式，即考虑他人的观点会激活关于他人可能行为的利己理论，导致人们以更利己的行为作为回应。这种反应性利己主义在合作情境中会减弱。讨论集中在反应性利己主义在社会互动中的影响以及减轻其潜在有害影响的策略上。
