Please use this identifier to cite or link to this item: https://doi.org/10.21256/zhaw-4963
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dc.contributor.authorThürmer, J. Lukas-
dc.contributor.authorWieber, Frank-
dc.contributor.authorGollwitzer, Peter M.-
dc.date.accessioned2019-01-09T12:55:50Z-
dc.date.available2019-01-09T12:55:50Z-
dc.date.issued2017-
dc.identifier.issn1664-1078de_CH
dc.identifier.urihttps://digitalcollection.zhaw.ch/handle/11475/14257-
dc.description.abstractThere are two key motivators to perform well in a group: making a contribution that (a) is crucial for the group (indispensability) and that (b) the other group members recognize (identifiability). We argue that indispensability promotes setting collective ("We") goals whereas identifiability induces individual ("I") goals. Although both goals may enhance performance, they should align with different strategies. Whereas pursuing collective goals should involve more cooperation, pursuing individual goals should involve less cooperation. Two experiments support this reasoning and show that planning out collective goals with collective implementation intentions (cIIs or "We-plans") relies on cooperation but planning out individual goals with individual implementation intentions (IIs or "I-plans") does not. In Experiment 1, three-member groups first formed a collective or an individual goal and then performed a first round of a physical persistence task. Groups then either formed a respective implementation intention (cII or II) or a control plan and then performed a second round of the task. Although groups with cIIs and IIs performed better on a physical persistence task than respective control groups, only cII groups interacted more cooperatively during task performance. To confirm the causal role of these interaction processes, Experiment 2 used the same persistence task and manipulated whether groups could communicate: When communication was hindered, groups with cIIs but not groups with IIs performed worse. Communication thus qualifies as a process making cIIs effective. The present research offers a psychology of action account to small group performance.de_CH
dc.language.isoende_CH
dc.publisherFrontiers Research Foundationde_CH
dc.relation.ispartofFrontiers in Psychologyde_CH
dc.rightshttp://creativecommons.org/licenses/by/4.0/de_CH
dc.subjectCollective implementation intentionsde_CH
dc.subjectCooperation and interactionde_CH
dc.subjectMotivationde_CH
dc.subjectPhysical persistencede_CH
dc.subjectSmall group performancede_CH
dc.subject.ddc302: Soziale Interaktionde_CH
dc.titlePlanning and performance in small groups : collective implementation intentions enhance group goal strivingde_CH
dc.typeBeitrag in wissenschaftlicher Zeitschriftde_CH
dcterms.typeTextde_CH
zhaw.departementGesundheitde_CH
zhaw.organisationalunitInstitut für Gesundheitswissenschaften (IGW)de_CH
dc.identifier.doi10.21256/zhaw-4963-
dc.identifier.doi10.3389/fpsyg.2017.00603de_CH
dc.identifier.pmid28469592de_CH
zhaw.funding.euNode_CH
zhaw.issue603de_CH
zhaw.originated.zhawYesde_CH
zhaw.publication.statuspublishedVersionde_CH
zhaw.volume8de_CH
zhaw.publication.reviewPeer review (Publikation)de_CH
zhaw.webfeedAngewandte Kognitionspsychologiede_CH
zhaw.webfeedLeadership, Coaching und Change Management (IAP)de_CH
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