什么时候感觉糟糕是有益的？悲伤和恐惧对日常行为发展的影响有何不同。
When is it good to feel bad? How sadness and fear differ in their effects on routine development.
作者信息
Stumpf-Wollersheim Jutta, Oehler Patrick J, Rimbeck Marlen, Spörrle Matthias, Welpe Isabell M
机构信息
Chair of International Management and Corporate Strategy, Technische Universität Bergakademie Freiberg, Freiberg, Germany.
Chair for Strategy and Organization, Technical University of Munich, Munich, Germany.
出版信息
Front Psychol. 2023 Nov 30;14:1141454. doi: 10.3389/fpsyg.2023.1141454. eCollection 2023.
INTRODUCTION
This study follows recent calls to explore the emotional foundations of routine development. Routine development forms a nexus between stability and change and is thus crucial for studying organizational decision-making and organizational change. Individuals and teams going through organizational change often experience sadness and fear.
METHODS
We conducted a laboratory experiment with 84 teams to study the effect of sadness and fear on routine development.
RESULTS AND DISCUSSION
In the sadness condition, we observed positive effects on repetitiveness, speed, reliability, and attentiveness in action. Teams experiencing fear reacted better to 'performance traps' in which pre-established routines are ineffective. Our findings show how the behaviors elicited by sadness and fear might ultimately affect team behavior, and therefore managerial practices.
引言
本研究响应了近期探索常规发展情感基础的呼吁。常规发展构成了稳定性与变化之间的联系，因此对于研究组织决策和组织变革至关重要。经历组织变革的个人和团队常常会感到悲伤和恐惧。
方法
我们对84个团队进行了一项实验室实验，以研究悲伤和恐惧对常规发展的影响。
结果与讨论
在悲伤情境中，我们观察到对重复性、速度、可靠性和行动中的专注度产生了积极影响。经历恐惧的团队对“绩效陷阱”（即既定常规无效的情况）反应更好。我们的研究结果表明，悲伤和恐惧引发的行为可能最终如何影响团队行为，进而影响管理实践。
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