From thinking about what might have been to sharing what we know: The effects of counterfactual mind-sets on information sharing in groups

By Adam D. Galinsky, Laura J. Kray. 2004

88 citations recorded by the source corpus.

Subfields: General Decision Sciences, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e7c276327258bffdafe76f5c924039081b779bec

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Citations in the corpus

Implications of Counterfactual Structure for Creative Generation and Analytical Problem Solving (2007, background): “Previous studies conducted by Kray and Galinsky (2003) and Galinsky and Kray (2004) found that group performance on tasks requiring synergistic coordination to arrive at the best possible solution was facilitated following exposure to a subtractive counterfactual mind-set prime.”
Social influence in small groups: An interactive model of social identity formation (2005, background): “In the critical norm condition, groups made the objectively correct decisions 67% of the time, compared to only 22% of the time in the consensus norm condition (see also Galinsky & Kray, 2004, for related findings).”
Perspective-Taking and Self-Other Overlap: Fostering Social Bonds and Facilitating Social Coordination (2005, background): “However, unlike a multitude of other cognitive processes and mind-sets, from counterfactual mind-sets (Galinsky & Kray, 2004; Galinsky & Moskowitz, 2000b) to implemental mind-sets (Gollwitzer, Heckhausen, & Steller, 1990), which persist when activated and are utilized in unrelated contexts,…”
Motivated Information Processing in Group Judgment and Decision Making (2008, background): “Finally, Galinsky and Kray (2004) showed that the activation of a counterfactual mindset increased the discussion of unshared information and helped groups identify the correct decision alternative.”
Group Decision Making Under Conditions of Distributed Knowledge: The Information Asymmetries Model. (2007, background): “Furthermore, critical norms reduce a group’s negotiation focus and they direct group discussions toward fact finding by promoting independence and critical thought (cf. counterfactual mind sets, Galinsky & Kray, 2004).”
Cooperative outcome interdependence, task reflexivity, and team effectiveness: a motivated information processing perspective. (2007, background): “Kelly and Loving (2003; see also De Grada, Kruglanski, Mannetti, & Pierro, 1999) showed that mild rather than acute time pressure resulted in better information exchange and better decisions, and Galinsky and Kray (2004) showed that the activation of a counterfactual mindset increased the discussi”
Relational Competence-Based Knowledge Transfer Within Intrafamily Succession (2015, methodology): “Within the field of knowledge management, laboratory-based true-experimental research is quite common (see, e.g., the studies conducted by Galinsky & Kray, 2004; Hollingshead, 1998; Phillips, Mannix, Neale, & Gruenfeld, 2004).”