Facial expressions don't tell the whole story of emotion
Interacting with other people is almost always a game ofreading cues and volleying back. We think a smile conveys happiness, so weoffer a smile in return. We think a frown shows sadness, and maybe we attemptto cheer that person up.
How coworkers impact the value of your skills
In today’s world, most workers are highly specialized, but this specialization can come at a cost—especially for those on the wrong team. New research uncovers the importance of teams and coworkers when it comes to one’s productivity, earning potential, and stays of employment.
Workplace resilience programs might not make any difference
Workplace resilience programs, designed to bolster mental health and wellbeing, and encourage employees to seek help when issues arise, might not make any difference, suggests research published in Occupational & Environmental Medicine.
You did what with my donation? When donors feel betrayed by charities
When people learn that a charitable contribution they earmarked for a specific project was used for another cause, they feel betrayed - and often punish the charity.
Groups work better when stakes are gradually increased
A gradual approach to increasing the stakes of group coordination projects can improve overall team performance, according to a new research paper.
Feeling moments of support improve wellness
Poets and songwriters may tend to focus their artistry on passion and romance, but it may be those unsung, brief feelings of love throughout the day that are connected with psychological well-being.
How human population growth came from our ability to cooperate
Humans may owe their place as Earth’s dominating species to their ability to share and cooperate with each other. The hunter-gatherer hunting or gathering teams consisted of between three and seven individuals. This is exactly the number that modern high performing teams are made up of.
Winning-at-all-costs in the workplace: Short-term gains could spell long-term disaster
Machiavellian employees tend to develop a bottom-line mentality more strongly when they perceive their management endorses bottom-line outcomes and were more likely to deviate from organizational norms, rules and practices.
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