This study explores gender differences in older widowed persons' interest in dating and remarriage, and the implications of these desires for psychological adjustment to loss. Analyses are based on the Changing Lives of Older Couples study (N = 210). Men's interest in dating and remarriage is conditional upon the amount of social support received from friends. Six months after spousal loss, only those men with...

Previous research has shown that major life events can have short- and long-term effects on subjective well-being (SWB). The present meta-analysis examines (a) whether life events have different effects on affective and cognitive well-being and (b) how the rate of adaptation varies across different life events. Longitudinal data from 188 publications (313 samples, N = 65,911) were integrated to describe the reaction and adaptation to...

the authors used data from a 15-year longitudinal study of over 24,000 individuals to examine the effects of marital transitions on life satisfaction. On average, individuals reacted to events and then adapted back toward baseline levels. However, there were substantial individual differences in this tendency. Individuals who initially reacted strongly were still far from baseline years later, and many people exhibited trajectories that were in...

Three double-blind randomized field experiments examined the effects of a strategy to restore trust on minority adolescents’ responses to critical feedback. In Studies 1 and 2, 7th-grade students received critical feedback from their teacher that, in the treatment condition, was designed to assuage mistrust by emphasizing the teacher’s high standards and belief that the student was capable of meeting those standards—a strategy known as wise...

This paper presents and organizes the results of two decades of research on feedback-seeking behavior according to three motives: the instrumental motive to achieve a goal, the ego-based motive to protect one’s ego, and the image-based motive to enhance and protect one’s image in an organization. Each motive is discussed with reference to its impact on the frequency of feedback seeking, seeking method (whether by...

The authors argue that a high-organizational error management culture, conceptualized to include norms and common practices in organizations (e.g., communicating about errors, detecting, analyzing, and correcting errors quickly), is pivotal to the reduction of negative and the promotion of positive error consequences. Organizational error management culture was positively related to firm performance across 2 studies conducted in 2 different European countries. On the basis of...

This research explores how group- and organizational-level factors affect errors in administering drugs to hospitalized patients. Findings from patient care groups in two hospitals show systematic differences not just in the frequency of errors, but also in the likelihood that errors will be detected and learned from by group members. Implications for learning in and by work teams in general are discussed.  Edmondson, A. C. (2004)....

This article reviews evidence indicating that there is a temporal pattern to the experience of regret. Actions, or errors of commission, generate more regret in the short term; but inactions, or errors of omission, produce more regret in the long run. The authors contend that this temporal pattern is multiply determined, and present a framework to organize the divergent causal mechanisms that are responsible for...

Research on crisis management and resilience has sought to explain how individuals and organizations anticipate and respond to adversity, yet—surprisingly—there has been little integration across these two literatures. In this paper, we review the literatures on crisis management and resilience and discuss opportunities to both integrate and advance these streams of research. We identify unique lines of work on crisis and crisis management: crisis-as-an-event and...

It is unclear whether the common finding of improved organizational performance with increasing organizational experience is driven by learning from success, learning from failure, or some combination of the two. We disaggregate these types of experience and address their relative (and interactive) effects on organizational performance in the orbital launch vehicle industry. We find that organizations learn more effectively from failures than successes, that knowledge...