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Jeremy yep so I think the goal is to make people themselves aware, employees themselves aware oftheir inclinations when they are feeling angry, it deceptions conceptualized as a cognitiveprocess and what we're showing here is how emotions can have a profound influence onthat process but we also want to urge leaders and managers to recognize this behavior intheir employees and perhaps intervene in that there's other related research that shownthat when people become aware that their emotions are incidental or irrelevant that canalso diminish the effects of that emotion on behavior and... Steve sheretta I know I guess maybe we touch on this but is this is different than a retribution wheresomeone actually does something to you and now you have a specific reason to be angryat that person and might seek to have some kind of retribution but what in the study inall of your research in this area? What surprised you what surprises came out of it thatyou didn't expect that? Jeremy yep I think one big surprise was when we looked at the... so we contrasted how (people) angrypeople with neutral people. when there was an incentive that was present and when therewas an incentive that was absent and what we found was that we were able to disentanglethe motive to harm others from the motive to pursue the self-interest so when people areangry they're not being punitive in harming anyone around them, instead what we'refinding is that when people aren't angry that anger curtails empathy and that leads to moreself-interested behavior in this case self-serving lies. Steve sheretta It’s interesting... what sets this research apart from other research in these areas Maurice Schweitzer well I think I think one key idea here is this... this link as Jeremy explaining betweenemotion and cognition so how we feel even if it's unrelated to the current situationinfluences how we think and how we act and in this case we're linking anger withdeceptive unethical behavior so this is the first work to do that we often feel angry in the