Working to reduce the effects of discrimination: Identity management strategies in organizations.

Despite efforts to dispel discrimination, workplace discrimination still occurs. We introduce two classes of identity management strategies individuals use to mitigate the negative consequences of discrimination: identity switching (i.e., deemphasizing target identities and recategorizing to a more positively valued identity) and identity redefinition (i.e., stereotype reassociation and regeneration). Organizations adopting a color-blind approach may make it more difficult for individuals to use identity switching because the policies deemphasize differences in social identities. In contrast, organizations adopting a multicultural approach may make it more difficult for individuals to use identity redefinition. Multicultural approaches, applied superficially, may celebrate group differences that might actually reinforce culturally dominant stereotypes. We explore the likelihood that individuals will adopt each strategy given these organizational approaches to diversity. We outline steps organizations can take to reduce the need for identity management strategies and to facilitate identity management when necessary.

Mad enough to see the other side: anger and the search for disconfirming information.

The current research explored the effect of anger on hypothesis confirmation-the propensity to seek information that confirms rather than disconfirms one's opinion. We argued that the moving against action tendency associated with anger leads angry individuals to seek out more disconfirming information than sad individuals, attenuating the confirmation bias. We tested this hypothesis in two studies of experimentally primed anger and sadness on the selective exposure to hypothesis confirming and disconfirming information. In Study 1, participants in the angry condition were more likely to choose disconfirming information than those in the sad or neutral condition when given the opportunity to read more about a social debate, and reading the disconfirming information affected their subsequent attitude. Study 2 measured participants' opinions and information selection about the 2008 US Presidential Election and their desire to "move against" a person or object. Participants in the angry condition reported a greater tendency to oppose a person or object, which resulted in the attenuation of the confirmation bias.

An unconscious desire for hierarchy? The motivated perception of dominance complementarity in task partners.

In 6 studies, the authors examined the perception of dominance complementarity, which is the perception of a target as different from the self in terms of dominance. The authors argue that these perceptions are motivated by the desire for positive task relationships. Because dominance complementarity bodes well for task-oriented relationships, seeing dominance complementarity allows one to be optimistic about a work relationship. As evidence that perceptions of dominance complementarity are an instance of motivated perception, the authors show that complementary perceptions occur when participants think about or expect task-oriented relationships with the target and that perceptions of dominance complementarity are enhanced when individuals care about the task component of the relationship.