Outcasts and saboteurs: Intervention strategies to reduce the negative effects of social exclusion on team outcomes.

The experience of social exclusion in the workplace adversely impacts employees' well-being, job satisfaction, and productivity, and no one quite knows what to do about it. In this report, we describe the development and testing of three ostracism interventions, designed to help people cope with the negative effects of being excluded by one's team. Across five studies, participants were assigned to a virtual ball toss game where they were either included or excluded by their teammates. Afterwards, they were given a task where they could earn money for themselves, for their entire team, or for an unrelated group (charity). Excluded participants worked less hard for their teams (even when this meant sacrificing their own earnings). This sabotage effect was specific, meaning that excluded individuals worked less hard on behalf of their teams, but not when they worked for themselves or for charity. We devised three intervention strategies-perspective, mentorship, and empowerment-to combat the negative effects of ostracism on people's willingness to work for their teams. These interventions were successful; each increased people's persistence in a team-based reward task, and in some cases, even raised the outcomes of excluded teammates to levels observed in included teammates. The effectiveness of these interventions also replicated successfully, using preregistered hypotheses, methods, and analyses. These studies add novel insights to a variety of fields that have examined the consequences of social exclusion, including social psychology, organizational behavior, and management science.

The Time to Change for Mental Health and Wellbeing via Virtual Professional Coaching: Longitudinal Observational Study.

BACKGROUND: Optimal mental health yields many benefits and reduced costs to employees and organizations; however, the workplace introduces challenges to building and maintaining mental health that affects wellbeing. While many organizations have introduced programming to aid employee mental health and wellbeing, the uptake and effectiveness of these efforts vary. One barrier to developing more effective interventions is a lack of understanding about how to improve wellbeing over time. The current study examined not only whether employer-provided coaching is an effective strategy to improve mental health and wellbeing in employees; but also how this intervention changes wellbeing in stages over time. OBJECTIVE: The goal of this study was to determine whether BetterUp, a longitudinal one-on-one virtual coaching intervention, improves components of mental health and psychological wellbeing and whether the magnitude of changes vary in stages over time. This is the first research study to evaluate the effectiveness of professional coaching through three repeated assessments, moving beyond a pre- to post-intervention design. The outcomes of this study will enable coaches and employers to design more targeted interventions by outlining when to expect maximal growth in specific outcomes throughout the coaching engagement. METHODS: Three identical assessments were completed by 391 users of BetterUp - prior to the start of coaching, after approximately 3-4 months of coaching, and again after 6-7 months of coaching. Three scales were used to evaluate psychological and behavioral dimensions that support management of mental health - stress management, resilience, and life satisfaction. Six additional scales assessed psychological wellbeing - emotional regulation, prospection ability, finding purpose and meaning, self-awareness, self-efficacy, and social connection. RESULTS: Using mixed effects modeling, varying rates of change were observed in several dimensions of mental health and psychological wellbeing. Initial rapid improvements in the first half of the intervention, followed by slower growth in the second half of the intervention, were found for prospection ability, self-awareness, self-efficacy, social connection, emotional regulation, and a reduction in stress (range of unstandardized ßs for each assessment: .10-.19). Life satisfaction improved continuously throughout the full intervention period (ß: .13). Finding purpose in meaning at work and building resilience both grew continuously throughout the coaching intervention, but larger gains were experienced in the second half of the intervention (ßs: .08-.18), requiring the full length of the intervention to realize maximal growth. CONCLUSIONS: The results demonstrate the effectiveness of the BetterUp virtual one-on-one coaching to improve psychological wellbeing, while mitigating threats to mental health such as excessive and prolonged stress, low resilience, and poor satisfaction with life. The improvements across the collection of outcomes were time-dependent and provide important insights to users and practitioners about how and when to expect maximal improvements in a range of interrelated personal and professional outcomes.