Intergroup Conflict

A cognitive balance approach to understanding intergroup attitudes in post-Brexit Northern Ireland

Cognitive balance theory posits that a drive for cognitively consistent thoughts modulates interpersonal relations. We extended cognitive balance theory to intergroup relations and tested it in a real-life setting where intergroup relations are under strain: Northern Ireland in the wake of the UK's withdrawal from the EU. We predicted that when the groups of Irish people and British people in Northern Ireland are perceived as more compatible, intergroup bias would be lower than when groups are perceived as less compatible. We collected data of residents of Northern Ireland before the UK's official withdrawal from the EU (N = 604) and after (N = 350). As hypothesized, attitudes towards British people positively related to attitudes towards Irish people when participants perceived the groups as more compatible. We found the opposite relationship at low levels of perceived compatibility. Exploratory cross-lagged panel analyses did not show that these effects occurred longitudinally, suggesting that cognitive balance does not drive judgements over time possibly because people are less likely to notice inconsistent responses across different time points. The present research demonstrates that intergroup attitudes assessed at a certain point in time follow cognitive balance principles.

Towards Description of Universals of Culture as an Aggression Control System

Studies of universals of culture identify hundreds of human behaviours, features, and patterns of interactions, which can be found in any culture. The present article aims to identify and describe a small number of key universals, which are only necessary for a culture to emerge but for its progressive development as well. The theory of culture as an aggression control system is put forth identifying three such universals. First, to enhance cooperation, all cultures require impulse control of their members. The most important impulse to control is aggression. Second, all cultures have social structures to exercise such impulse control. Third, effective control of ingroup aggression is an important resource for development of a cultural group, providing some cultural groups advantage over others. While the path towards reduction of physical ingroup aggression seems clear, certain challenges remain, such as balancing different aspects of security, control of non-physical aggression, and intergroup aggression.

WHAT DO WE HAVE IN-COMMON? OVERCOMING THE NOT-INVENTED-HERE SYNDROME THROUGH RECATEGORISATION

The not-invented-here (NIH) syndrome describes a negatively-shaped attitude of employees towards externally generated knowledge. Despite being cited as one of the largest barriers in the transfer of external knowledge, empirical evidence on interventions to overcome NIH remains scarce. To address this research gap, we design a brief and specific recategorisational-intervention on basis of the common in-group identity model in order to change employees’ attitudes towards external knowledge directly. Additionally, we take into account the effects of affirmations as a frequently mentioned countermeasure to NIH and also investigate the role of dual identities in recategorisation. To test our hypothesis, we conducted a large field experiment with a total of 1,097 employees within a multinational organisation. Results revealed that (I) organisational identification and status are positively related to higher levels of NIH, (II) a recategorisational-intervention completely removes the NIH bias and leads to a significant increase in the evaluation of external knowledge.

Can intergroup conflict aid the growth of within- and between-group social capital?

This study seeks to explore the effects of interdepartmental conflict on bonding social capital within a department and bridging social capital between departments. Two-period data were collected from 213 respondents in 71 high-tech and manufacturing firms in Taiwan. These respondents work in research and development departments and cooperate with marketing departments. The results indicate that intergroup task and emotional conflicts promote bonding social capital within the research and development department. Up to a moderate level, task conflict subsequently promotes the development of structural and relational bridging social capital; however, an increase in task conflict above a moderate level becomes detrimental to structural and relational bridging social capital. Intergroup emotional conflict does not influence bridging social capital. Furthermore, intergroup conflict is unrelated to cognitive bridging social capital. The results provide insights into intergroup interactions, offering a novel means for managers to increase group social capital using the levels of conflict that naturally occur between departments.

Working together, living together: Jewish and Palestinian citizens of Israel crossing imagined group boundaries

This paper explores the permeability of imagined boundaries between Jewish and Palestinian citizens of Israel who work together as medics in Israel. The medics’ shared work environment, based on medical ethics and inclusiveness across staff and patient populations, was effective in providing a safe, equal and satisfactory professional work setting. This contrasted with the external non-working environment where structural asymmetry placed the minority group in a position of perceived inequality and non-recognition. A sense of threat related to the Jewish Israeli narratives, highlighted by the war in Gaza in 2014, led to intergroup tensions that seeped into the work environment. This took the form of a justification of the state to deal with the conflict, juxtaposed with the Palestinian Israelis conflicted loyalties between their Israeli citizenship and their Palestinian heritage. The role of contact research is discussed to argue how intergroup tensions can be played out across different social and political contexts. The theoretical concept of themata, defined as a foundation for developing social representations around dialogical constructed boundaries, was integral to map and explore group positioning through a qualitative methodology This approach was found to be useful in exploring an environment in a natural setting, set within a context of structural asymmetry and ongoing conflict. These findings contribute to existing research on interpretations of contact theory, intergroup boundaries and possibilities of reconciliation.

Ambivalent stereotypes link to peace, conflict, and inequality across 38 nations

A cross-national study, 49 samples in 38 nations (n = 4,344), investigates whether national peace and conflict reflect ambivalent warmth and competence stereotypes: High-conflict societies (Pakistan) may need clearcut, unambivalent group images distinguishing friends from foes. Highly peaceful countries (Denmark) also may need less ambivalence because most groups occupy the shared national identity, with only a few outcasts. Finally, nations with intermediate conflict (United States) may need ambivalence to justify more complex intergroup-system stability. Using the Global Peace Index to measure conflict, a curvilinear (quadratic) relationship between ambivalence and conflict highlights how both extremely peaceful and extremely conflictual countries display lower stereotype ambivalence, whereas countries intermediate on peace-conflict present higher ambivalence. These data also replicated a linear inequality-ambivalence relationship.

Being Seen As Individuals Versus As Group Members: Extending Research on Metaperception to Intergroup Contexts

Recent research has begun to examine people's expectations for how they are viewed in intergroup contexts, yet little work has considered how these metaperceptions relate to those that emerge in interpersonal contexts. As we extend research on metaperceptions into the intergroup realm, we must address several important conceptual issues. In this article, we provide a general overview of research on interpersonal metaperceptions, along with many factors that are likely to affect whether people think they are viewed as individuals or as group members. We also consider how metaperceptions are likely to be formed differently in interpersonal and intergroup contexts, and depending on the group membership of the perceiver We then explore the consequences of different kinds of metaperceptions for intergroup relations, and how they relate to strategies we might use to improve intergroup relations, to suggest future directions for research on metaperceptions in intergroup contexts.

Vicarious retribution: the role of collective blame in intergroup aggression

We provide a new framework for understanding 1 aspect of aggressive conflict between groups, which we refer to as vicarious retribution. Vicarious retribution occurs when a member of a group commits an act of aggression toward the members of an outgroup for an assault or provocation that had no personal consequences for him or her but which did harm a fellow ingroup member. Furthermore, retribution is often directed at outgroup members who, themselves, were not the direct causal agents in the original attack against the person's ingroup. Thus, retribution is vicarious in that neither the agent of retaliation nor the target of retribution were directly involved in the original event that precipitated the intergroup conflict. We describe how ingroup identification, outgroup entitativity, and other variables, such as group power, influence vicarious retribution. We conclude by considering a variety of conflict reduction strategies in light of this new theoretical framework.

The Application of the Personalization Model in Diversity Management

In an attempt to extend the existing approaches to diversity management, and present a theoretically based intervention strategy that offers ways to reduce prejudice at the workplace, this article reviews the Personalization Model (Brewer & Miller, 1984; Ensari & Miller, 2002; Miller, 2002) and its components (self-other comparison, self-disclosure, and empathy). We argue that, when applied in an organizational context, personalization can improve intergroup relations in organizations, and thereby increase effectiveness and productivity. The present article also discusses how personalization effects can be extended to the out-group as a whole, and proposes alternative ways to implement it in organizations. We further present ideas for future research that can potentially explore the beneficial effects of intergroup personalized contact at the workplace.

The Influence of Group Diversity on Intergroup Bias Following Recategorization

Although recategorization in laboratory studies of nominal groups has received considerable support, some researchers have criticized such efforts as impossible when demographic diversity is the source of group identification. Therefore, the purpose of the present study was to examine the influence of diversity on intergroup bias among groups where recategorization efforts had occurred. The author gathered data from 162 undergraduate students (as either 54 3-participant groups or 27 6-participant groups; 107 men and 55 women). Results of moderated regression analysis indicated that, although diversity did not influence participants' perceptions of the aggregate as a single group, diversity did influence intergroup bias. Specifically, bias was highest when more homogeneous groups merged with more diverse groups. The author discussed results in terms of theoretical contributions and implications for managing diversity.

A house divided? The psychology of red and blue America

Recently it has become commonplace in America for commentators and the public to use the terms "red" and "blue" to refer to perceived cultural differences in America and American politics. Although a political divide may exist in America today, these particular terms are inaccurate and reductive. This article presents research from social psychology demonstrating that the increased use of these terms is likely to increase the conflict between political groups in America by making political conflict salient in nonpolitical contexts, reducing the ability of Americans to form multifaceted complex identities, pushing Americans to misperceive political in-groups and out-groups, and contributing to a "spiral of silence." An alternative model for discussing cultural differences is proposed.