Suchergebnisse

Two studies were conducted to investigate whether trait differences in self-consciousness could account for egocentric attribution bias in social interaction. Study 1 examined the prediction that bias would be greater for high self-conscious versus low self-conscious subjects. This
prediction was affirmed for the public form of self-consciousness. Study 2 then sought to replicate this effect and examine its generality. The prediction was that self-consciousness effects would be enhanced when social interaction was made salient as the cause of performance (Interaction
Important Condition) and would be diminished when social interaction was obscured as the cause of performance (Interaction Unimportant Condition). As predicted, the biasing effect of public self-consciousness was replicated for controls. Also as predicted, public self-consciousness was found
to have no effect in the Interaction Unimportant Condition. Contrary to prediction, however, the effect of public self-consciousness was reversed in the Interaction Important Condition. Implications of these findings are discussed

Recognizing the multiplicity of stories and possible interpretations in any narrative approach, we develop our `story' (i.e. this journal article) within the emerging tradition of responsible writing. We conceptualize organizational change as the normal condition of organizing rather than as an episodic event. In these circumstances, sense-giving and sense-making stories were found to be important in handling and creating instances of stability. Further, we attempt to show how old stories are told in new ways, while adapting to changing needs of its members created by contextual developments. We provide a discursive analysis of an institutional video on Knowledge Management, four in-depth interviews with members of the Argentine Association of Regional Consortiums of Agricultural Experimentation (AACREA), a rural farming association and a set of twenty-one interview transcripts from the institution's archives. An analysis of dualities present in the stories show how change is both managed (sense-giving) and understood (sense-making). We refer to five of these dualities and show how the tension they carry is functional and productive to the growth and development of the organization.