Perceived Responsiveness Increases Tolerance of Attitude Ambivalence and Enhances Intentions to Behave in an Open-Minded Manner
Abstract
Can perceived responsiveness, the belief that meaningful others attend to and react supportively to a core defining feature of the self, shape the structure of attitudes? We predicted that perceived responsiveness fosters open-mindedness, which, in turn, allows people to be simultaneously aware of opposing evaluations of an attitude object. We also hypothesized that this process will result in behavior intentions to consider multiple perspectives about the topic. Furthermore, we predicted that perceived responsiveness will enable people to tolerate accessible opposing evaluations without feeling discomfort. We found consistent support for our hypotheses in four laboratory experiments (Studies 1–3, 5) and a diary study (Study 4). Moreover, we found that perceived responsiveness reduces the perception that one’s initial attitude is correct and valid. These findings indicate that attitude structure and behavior intentions can be changed by an interpersonal variable, unrelated to the attitude itself.
Can high quality listening predict lower speakers' prejudiced attitudes?
Guy Itzchakov, Netta Weinstein, Nicole Legate, Moty Amar
Listening
Theorizing from humanistic and motivational literature suggests attitude change may occur because high-quality listening facilitates the insight needed to explore and integrate potentially threatening information relevant to the self. By extension, self-insight may enable attitude change as a result of conversations about prejudice. We tested whether high-quality listening would predict attitudes related to speakers' prejudices and whether self-insight would mediate this effect. Study 1 (preregistered) examined scripted conversations characterized by high, regular, and poor listening quality. In Study 2, we manipulated high versus regular listening quality in the laboratory as speakers talked about their prejudiced attitudes. Finally, Study 3 (preregistered) used a more robust measure of prejudiced attitudes to testing whether perceived social acceptance could be an alternative explanation to Study 2 findings. Across these studies, the exploratory (pilot study and Study 2) and confirmatory (Studies 1 & 3) findings were in line with expectations that high, versus regular and poor, quality listening facilitated lower prejudiced attitudes because it increased self-insight. A meta-analysis of the studies (N = 952) showed that the average effect sizes for high-quality listening (vs. comparison conditions) on self-insight, openness to change and prejudiced attitudes were, ds = 1.19, 0.46, 0.32 95%CIs [0.73, 1.51], [0.29, 0.63] [0.12, 0.53], respectively. These results suggest that when having conversations about prejudice, high-quality listening modestly shapes prejudice following conversations about it, and underscores the importance of self-insight and openness to change in this process.
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Can listening training empower service employees? The mediating roles of anxiety and perspective-taking
Guy Itzchakov
Listening
Can improving employees’ interpersonal listening abilities impact their emotions and cognitions during difficult conversations at work? The studies presented here examined the effectiveness of listening training on customer service employees. It was hypothesized that improving employees’ listening skills would (a) reduce their anxiety levels during difficult conversations with customers, (b) increase their ability to understand the customers’ point of view (i.e., perspective-taking), and (c) increase their sense of competence. The two quasi-experiments provide support for the hypotheses. Study 1 (N = 61) consisted of a pre-post design with a control group and examined the effect of listening training on customer service employees in a Fortune 500 company. Study 2 (N = 33) conceptually replicated the results of Study 1 using listening training conducted in one branch of a company that provides nursing services compared to another branch of the company that did not receive training. The results indicated that listening training had lasting effects on employees’ listening abilities, anxiety reduction, and perspective-taking during difficult conversations. The discussion centers on the importance of interpersonal listening abilities to the empowerment and well-being of employees in the workplace.
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