Biomedical subjects

Henry Moon

Publications and source records attributed to Henry Moon.

7 recordsLinked to original sources

PubMed2005

The cultural mosaic: a metatheory for understanding the complexity of culture.

Workforce population trends have increased the numbers and kinds of culturally diverse people who work together. Researchers in organizational behavior have often examined culture through values; however, cultural values can be based on collections of people other than traditional nation states. A cultural mosaic is presented as a framework to identify demographic, geographic, and associative features underlying culture. An individual's unique collage of multiple cultural identities yields a complex picture of the cultural influences on that person. Developments in chaos and complexity theories are proposed as a theoretical base for study on the complexity of culture at the individual level. Additional developments in network theory serve as a theoretical base for cultural research at the group level. The cultural mosaic is described as a complex system with localized structures, linking cultural tiles in ordered and chaotic ways. Research propositions examining multiple cultural identities at individual and group levels are discussed.

Cooperative Behavior↗

PubMed2003

Backing up behaviors in teams: the role of personality and legitimacy of need.

In this article, the authors developed several hypotheses regarding both the main and interactive effects of 2 types of team inputs on backing up behaviors in teams: (a) team composition characteristics in terms of the personality of the members of the team and (b) team task characteristics in terms of the extent to which the nature of the task is one that legitimately calls for some members of the team to back up other members of the team. Results from a study of 71 4-person teams performing a computerized tactical decision-making task suggest that the legitimacy of the need for back up has an important main effect on the extent to which team members provide assistance to and receive assistance from each other. In addition, the legitimacy of the need for back up also has important interactive effects with both the personality of the back up recipient and the personality of the back up providers on backing up behaviors in teams.

Cooperative Behavior↗

PubMed2003

Team learning: collectively connecting the dots.

This article tests the degree to which personal and situational variables impact the acquisition of knowledge and skill within interactive project teams. On the basis of the literature regarding attentional capacity, constructive controversy, and truth-supported wins, the authors examined the effects of cognitive ability, workload distribution, Agreeableness, Openness to Experience, and structure on team learning. Results from 109 four-person project teams working on an interdependent command and control simulator indicated that teams learned more when composed of individuals who were high in cognitive ability and when the workload was distributed evenly. Conversely, team learning was negatively affected when teams were composed of individuals who were high in Agreeableness. Finally, teams using a paired structure learned more than teams structured either functionally or divisionally. Theoretical and practical implications are discussed, as well as possible limitations and directions for future research.

Adolescent↗

PubMed2003

The Tripartite Model of Neuroticism and the suppression of depression and anxiety within an escalation of commitment dilemma.

We found evidence of a mutual suppression effect between anxiety and depression on an individual's level of commitment within escalation dilemmas. On the one hand, our results demonstrate a positive relationship between anxiety and level of commitment; on the other, our results demonstrate a negative relationship between depression and level of commitment. Based on the opposing relationships between anxiety and depression and commitment, the broad factor of neuroticism does not demonstrate any relationship with level of commitment, and the significant effects of anxiety and depression on commitment is contingent upon partialling the effect of the other facet of neuroticism. Thus, we contend that applied psychologists, who have focused on neuroticism as a broad construct, should consider the large body of work among clinical psychologists, who argue that anxiety and depression have unique variance associated with them. We conclude by addressing organizational implications of measuring the broad trait of neuroticism more narrowly.

Adult↗

PubMed2002

From acclaim to blame: evidence of a person sensitivity decision bias.

In a series of studies, the authors established empirical support for a general decision-making bias that they termed a person sensitvity bias. Specifically, a person sensitivity bias consists of a person positivity bias (D. O. Sears, 1983) under positive performance conditions and a person negativity bias under negative performance conditions. The authors conducted the first empirical studies of a direct comparison between individuals and objects performing the same task under both positive and negative performance conditions. Two additional studies tested the boundaries of the sensitivity bias within negatively framed decision dilemmas. The results are discussed in terms of their relevance toward a more comprehensive theory of person-object evaluation differences.

Adolescent↗

PubMed2002

Structural contingency theory and individual differences: examination of external and internal person-team fit.

This article develops and tests a structurally based, integrated theory of person-team fit. The theory developed is an extension of structural contingency theory and considers issues of external fit simultaneously with its examination of internal fit at the team level. Results from 80 teams working on an interdependent team task indicate that divisional structures demand high levels of cognitive ability on the part of teammembers. However, the advantages of high cognitive ability in divisional structures are neutralized when there is poor external fit between the structure and the environment. Instead, emotional stability becomes a critical factor among teammembers when a divisional structure is out of alignment with its environment. Individual differences seem to play little or no role in functional structures, regardless of the degree of external fit.

Cooperative Behavior↗

PubMed2002

Putting the cart before the horse: the benefits of arbitrating before mediating.

The authors examined the impact of 2 hybrid dispute resolution procedures (mediation-arbitration [med-arb] and arbitration-mediation [arb-med]) and 3 disputant dyadic structures (individual vs. individual, individual vs. team, and team vs. team) on various dispute outcomes. Consistent with W. H. Ross and D. E. Conlon (2000), the authors found that disputants in the arb-med procedure (a) settled in the mediation phase of their procedure more frequently and (b) achieved settlements of higher joint benefit than did disputants in the med-arb procedure. These results suggest that arb-med may be a dispute resolution procedure with broader applicability than originally imagined.

Conflict, Psychological↗