Search results

The influence of affect has become a hot topic in organizational research. This chapter seeks to expand the conceptualization of affect at work to include the role of unconscious affect. In this chapter, we review current research and theory on unconscious affect and extend those findings to organizationally relevant situations. We propose several antecedents, moderators, and outcomes of unconscious affect at work.

People have unconscious motives which affects their decision-making and associated behavior. The paper describes a study using thematic apperception test (TAT) to measure how unconscious motives influence travelers' interpretations and preferences toward alternative tours and hotels. Using the TAT, the present study explores the relationships between three unconscious needs: (1) achievement, (2) affiliation, and (3) power and preferences for four package tours (adventure, culture, business, and escape tours) and for seven hotel identities (quality, familiarity, location, price, friendliness, food and beverage, and cleanliness and aesthetics). The present study conducts canonical correlation analyses to examine the relationships between unconscious needs and preferences for package tours and hotel identities using data from 467 university students. The study scores 2,438 stories according to the TAT manual to identify unconscious needs. The findings indicate that (1) people with a high need for affiliation prefer an experience based on cultural values and hotels that are conveniently located, (2) individuals with a high need for power indicate a preference for high prices and good value for their money, and (3) people with a high need for achievement prefer a travel experience with adventure as a motivation. The study findings are consistent with previous research of McClelland (1990), Wilson (2002), and Woodside et al. (2008) in exploring impacts of the unconscious levels of human need.

This paper aims to describe how organisation coaches can work at relational depth with their clients by exploring the unconscious relational dynamics of the coaching relationship and their links to unconscious dynamics in the client's organisation.

The paper draws on relational psychoanalytic theory of the individual and system psychodynamic theories of organisations to argue that unconscious dynamics that emerge between the coach and client can be understood as: a complex unconscious interaction between how the client and coach organise their relationships; a repetition of how the client participates in unconscious organisation dynamics; and shaping the coach's subjective experience in the work, including their emotional and embodied responses to the client. These propositions are explored through an in‐depth qualitative case study of the author's work with a client.

The case illustrates how unconscious organisation dynamics shaped the client's experience of his role, evoking in him feelings of powerlessness and anger. The coach initially identified with these feelings because of his own relational past. As a result, the relationship became stuck in a repetitive dynamic which could be understood as an expression of the stuck dynamics in the organisation around the unconscious management of anxieties within its management structures. A shift in the coaching relationship was brought about through the coach's disclosure of his own experience and naming of feelings and emotions that were previously implicit and out of awareness in the coaching relationship. The subsequent exploration of the dynamics of the coaching relationship helped the client to understand at a deeper level his struggle in the organisation and to take up a different position in the organisation dynamics. The case study highlights how the dynamics of the coaching relationship can be understood as a repetition of unconscious processes by the client in the organisation.

The paper highlights how coaches can understand and work with unconscious dynamics in the coaching relationship. This requires coaches not only to be self‐aware, but also to possess the emotional maturity and confidence to work with difficult emotional material.

The paper demonstrates how psychoanalytic theory of individuals and organisations can be integrated into a relational approach to coaching which facilitates the exploration of the client's experience of their work in an organisation context.

The purpose of this paper is to explore and explicate the role of the unconscious, from an analytical psychology framework, in the development of managers.

Developing effective managers is an enormous task requiring views from many different perspectives. The lifeblood of all types of managerial work and activity involves relating, understanding, cooperating, and depending on others at both a conscious and unconscious level. In this paper, management development and the unconscious is viewed from an analytical psychology (Jungian) perspective.

Insights are provided from this framework describing how managers might become more receptive and effective in relational skills necessary for the effective management of the workplace.

The paper develops a conceptual framework, which may help managers, through a dialogue with the unconscious, become more receptive to emotion, feeling and subjectivity in workers and themselves. This, in turn, may make them more effective in relating and being related to others.

The purpose of this paper is to present the proposition that culture in international management has been dominated by a “Western dualism to measuring culture” (Caprar et al., 2015, p. 1024), which has resulted in severe problems and persistent limitations. The suggestion is that cultural research can be more productively conceived as a paradox involving a duality between two contrasting yet co-determined spheres or domains.

The paper provides an outline of culture as a paradox and an outline of a research approach to address the dualities of culture.

A cultural duality is described, which involves a paradoxical “yin-yang” relationship between two contrasting yet mutually constituted aspects of the collective mind. One domain, which involves conscious cognitive elements has dominated research characterized by positivism and empirical cross-cultural explorations of phenomenological cultural values. The second, more recondite domain, involves unconscious and embodied cultural phenomena, which are more tacit and hidden in indirect expression through communicative interaction, exchanges of symbolic representations and embodied behaviour in context.

A methodological duality of qualitative and quantitative mixing in order to provide a bi-focal understanding of both tacit and explicit aspects of culture is proposed as a research agenda.

The suggestion is that these cultural shadows have been relatively neglected thus far in cross-cultural management research. This means that in order to better comprehend culture as paradox, an equalization of approaches sensitive to both sides of the duality is prescient. In pursuit of this idea, a complementary qualitative analysis directed at more nebulous cultural phenomena is proposed in order to provide a balanced analysis of culture as paradox.

Unconscious biases are often ignored in organizations; thus, it becomes more important to identify them so that we can build strong and competent organizations. In present dynamic and competitive business situations, you need to be well aware about those concerns of the organizations where these biases exist.

This paper identifies various types of unconscious biases prevailing at workplace. It also identifies different strategies which can be used to avoid them so that we can gain a competitive edge over others in market.

Unconscious biases are a fact of life; no one can deny them. Thus, it is important to identify them so that they can be eliminated, and our businesses can avoid their detrimental effects.

Unconscious biases narrow down the pool of people in an organization and ultimately destabilize an organization’s base.

Unconscious biases narrow down the pool of people in the organization and ultimately destabilize an organization’s base.

This paper can help managers and executives to highlight the areas where these biases lie so that they can be removed easily.

This applied neuroscience study aims to understand how direct and unconscious emotional and cognitive responses underlie travel destination preferences. State-of-the-art neuroscience tools and methods were used, including stationary eye tracking and brain scanning electroencephalography (EEG) to assess emotional and cognitive responses to destination images and assets. To the researchers’ knowledge, this study is the first applied neuroscience study in tourism research and thus opens a new path of research and enquiry to this area. This paper is an attempt to understand specific mental processes in human tourism behaviours, and it is suggest that unconscious emotional and cognitive responses are natural processes that need to be studied and understood, not as special cases, but embedded as natural parts of tourism research.

To better understand consumers’ unconscious responses to possible travel destinations, a 3 × 5 factorial design was run with the factors being stimulus type (images, printed names and videos) and travel destination (Dubai, Abu Dhabi, Hong Kong, New York and London). Eye-tracking calibration was done with a nine-point fixation test and the EEG calibration was done using functional localizer tests based on the ABM B-ALERT calibration process. This calibration procedure allows reliable tracking of emotional and cognitive responses over time. Thirty Emirati (nationals of the UAE) participants, consisting of equal numbers of males and females (15) were recruited from the UAE and signed informed consent. Each participant was positioned in front of an eye tracker and computer screen, and brain-scanning equipment was mounted; then, each participant underwent eye-tracking and neuroimaging calibration procedures. A Tobii T60XL eye tracker and an ABM X-10 EEG brain scanner, both running iMotions v5.1 in a Windows 7 environment, were used.

General emotional and cognitive differences were identified between the channels through which travel destinations are presented. Words about and names of travel destinations cause higher cognitive loads, which may not be surprising, given the greater associative load that words have than images. Of particular interest is the hypothesis that images evoke stronger affective responses than verbal representations. However, as previously noted (Holmes and Mathews, 2005), empirical evidence for this assumption seems surprisingly sparse. The present study and the context provided here suggest that decisions on travel destination have an unconscious component and a direct component that may drive or affect overt preference and actual choice.

The limitations of this paper is that first, neuromarketing is not dependent on sample sizes; however, future studies could build on this paper to understand why there is a preference for cities. It is suggested that unconscious emotional and cognitive responses are natural processes that need to be studied and understood, not as special cases, but embedded as natural parts of tourism research.

Thus, tourism research may indeed be a suitable field for understanding the brain bases of complex preference formation and choice. Various researchers have found that a destination image is typically measured using cognitive, affective and behavioural components, and further stated that the cognitive image component of a destination was found to have a significant positive effect on the affective image component and overall destination image (Stylidis et al., 2017). Therefore, this research which has introduced brain scanning can be used to better understand the underlying unconscious emotional and cognitive processes that affect consumer thought and action. An understanding of what goes on in the human unconscious mind is very important for destination marketers, this can help in the integrated marketing communication process to create a destination image and brand.

In the realm of applied psychology, the major factors explaining organizational behavior in the context of organizational intervention are emotion, cognition, and context. In organizational analysis and intervention, however, organizational behavior models explicitly rooted in a theory of mind that assumes and thoroughly addresses their conjoint interplay are rare. To address this issue, we review definitions of emotion and cognition with a view to clarifying their specificity, as well as their differences from similar but potentially confounding constructs (e.g., perception, consciousness, and awareness). We also review the most common definitions of unconscious as a relevant intersection between cognition and emotion. Our ultimate objective therefore is to introduce an interactionist (individual-context) model of both cognitive and emotional levels of functioning of mind, based on what we refer to as the theory of analysis of demand (TAD). Finally, we outline and discuss its related intervention methodology, the Individual-Setting of consultation, Organization (I-S-O) technique.

The purpose of this paper is to examine the potential effectiveness of government reforms aimed at improving the accuracy of ratings issued by credit ratings agencies in US financial markets.

The paper identifies unconscious bias as a source of inaccuracy in the credit ratings process. It examines prior behavioral research on unconscious bias, and uses this research to identify structural issues within the credit ratings industry that give rise to biased judgments. Finally, it examines whether government reforms will be effective in improving the accuracy of credit ratings, and offers additional reforms aimed at combating unconscious bias.

Recent government reforms will be most effective in curbing intentional decisions to compromise the ratings process. However, the reforms will be less effective at mitigating unconscious biases in judgments underlying credit ratings, because they do not adequately address relevant structural issues. To combat unconscious bias, changes need to be made to ratings agencies' fee structures, business models, and risk management functions.

The analysis is of use to regulators who are contemplating the need for reforms aimed at improving the accuracy of credit ratings. While focusing on events in the USA, the analysis is relevant to any country in which credit ratings are influential in financial markets.

This is the first paper to examine the performance of credit ratings agencies through the lens of behavioral psychology, and to introduce the concept of unconscious bias as a determining factor in the accuracy of credit ratings.

The purpose of the paper is to identify and develop an understanding of the aspects of tacit knowledge that play a significant role in enabling organizational learning.

Taking a multi‐dimensional approach, this paper moves toward an understanding of tacit knowledge through the lens of neuroscience, evolutionary biology, psychology, competency theory and knowledge management. The paper begins with the definition of knowledge, then discusses explicit, implicit and tacit knowledge and their relationships. Then individual learning is explored through the four aspects of tacit knowledge (embodied, affective, intuitive, and spiritual). Next the concept of extraordinary consciousness is developed and a four‐fold action model proposed for working with tacit knowledge to improve organizational learning. Finally, this model is engaged to begin the exploration of the role of leadership with respect to tacit knowledge and organizational learning.

The recognition that tacit knowledge resides beyond ordinary consciousness leads to the search to develop greater sensitivity to information stored in the unconscious to facilitate the management and use of tacit knowledge. Surfacing, embedding and sharing tacit knowledge are approaches for mobilizing tacit knowledge in support of individual and organizational objectives. In addition, it was forwarded that participating in or exposing ourselves to situations that induce resonance engages our personal passion in developing deeper knowledge and expanded awareness of that knowledge, that is, moving us toward extraordinary consciousness.

This paper is a new treatment of tacit knowledge that is consistent with recent findings in neuroscience and evolutionary biology. Further, it begins the exploration of ways to achieve extraordinary consciousness, thereby enhancing the capacity of an organization to learn.