Femke S Ten Velden
Biographic Data
| ID | 4233516 |
|---|---|
| NAME | Femke S Ten Velden |
| GIVEN NAMES | Femke S Ten |
| FAMILY NAME | Velden |
| SIGNATURE | TEN VELDEN F S |
| AFFILIATIONS | University of Amsterdam |
| VERIFIED | No |
| TOTAL WORKS | 12 |
| TOTAL CITATIONS | 24 |
| AUTHOR COUNT | 12 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2010 |
| LATEST PUBLICATION YEAR | 2021 |
| H-INDEX | 4 |
Intergroup Competition Mitigates Effects of Reward Structure on Preference-Consistency Bias and Group Decision Failure
Group discussion often becomes one-sided and confirmatory, with poor decisions as the unfortunate outcome. Here we examine whether intergroup competition amplifies or mitigates effects of individual versus team reward on information sharing biases and group decision quality. Individuals ( N = 309) in 103 interacting groups were given private information on four decision alternatives and discussed a joint decision. Private information was distribu…
The anchoring-bias in groups
Parochial cooperation in nested intergroup dilemmas is reduced when it harms out-groups
In intergroup settings, humans often contribute to their in-group at a personal cost. Such parochial cooperation benefits the in-group and creates and fuels intergroup conflict when it simultaneously hurts out-groups. Here, we introduce a new game paradigm in which individuals can display universal cooperation (which benefits both in- and out-group) as well as parochial cooperation that does, versus does not hurt the out-group. Using this set-up,…
The Bright Side of Threatened Narcissism: Improved Performance Following Ego Threat
Narcissistic individuals have highly positive self‐views and overestimate their abilities. Consequently, they tend to react aggressively whenever they receive information that does not match their high self‐views (ego threat). We argue that focusing on aggression merely portrays a one‐sided view of narcissistic individuals and the manner in which they counter ego threats. We propose that following ego threat, narcissism can also fuel performance.…
How representatives with a dovish constituency reach higher individual and joint outcomes in integrative negotiations
Representative negotiations often take a competitive course due to constituency pressures. However, in multi-issue integrative negotiation settings, using a competitive value-claiming strategy may result in less than optimal outcomes for both parties. In this experiment, we compared the negotiation process and outcomes of representatives with hawkish versus dovish constituencies. Representatives with a dovish constituency engaged in more informat…
Negotiation
Negotiation, the communication between parties with perceived divergent interests aimed at reaching agreement, is used across many contexts to resolve social conflict. Often, negotiations involve multiple issues, such that parties can form integrative agreements that yield higher joint utility than a 50–50 compromise or a victory‐for‐one solution. However, in order to reach these agreements, parties need to choose the most optimal negotiation str…
Framing effortful strategies as easy enables depleted individuals to execute complex tasks effectively
Pay to walk away: Prevention buyers prefer to avoid negotiation
Uncertainty enhances the preference for narcissistic leaders
Narcissistic leaders present us with an interesting paradox, because they have positive as well as negative characteristics. As such, we argue that the nature of the context determines how suitable narcissists are perceived to be as leaders. Here we propose that a specific contextual factor, that is, uncertainty, increases the preference for narcissists as leaders. As an initial test of this prediction, the first study showed that narcissistic ch…
In competitive interaction displays of red increase actors' competitive approach and perceivers' withdrawal
When competition breeds equality: Effects of appetitive versus aversive competition in negotiation
The Neuropeptide Oxytocin Regulates Parochial Altruism in Intergroup Conflict Among Humans
Oxytocin and Intergroup Conflict Human society is organized into groups, such as those based on nationality or religion, which can lead to intergroup conflicts, with sometimes devastating consequences. Intergroup conflict engages a human behavior termed parochial altruism: For example, a soldier who fights against the enemy at risk to themselves to protect their country is a parochial altruist. De Dreu et al. (p. 1408 ; see the cover; see the New…
Parochial cooperation in nested intergroup dilemmas is reduced when it harms out-groups
In intergroup settings, humans often contribute to their in-group at a personal cost. Such parochial cooperation benefits the in-group and creates and fuels intergroup conflict when it simultaneously hurts out-groups. Here, we introduce a new game paradigm in which individuals can display universal cooperation (which benefits both in- and out-group) as well as parochial cooperation that does, versus does not hurt the out-group. Using this set-up,…
Pay to walk away: Prevention buyers prefer to avoid negotiation
In competitive interaction displays of red increase actors' competitive approach and perceivers' withdrawal
When competition breeds equality: Effects of appetitive versus aversive competition in negotiation
The anchoring-bias in groups
Uncertainty enhances the preference for narcissistic leaders
Narcissistic leaders present us with an interesting paradox, because they have positive as well as negative characteristics. As such, we argue that the nature of the context determines how suitable narcissists are perceived to be as leaders. Here we propose that a specific contextual factor, that is, uncertainty, increases the preference for narcissists as leaders. As an initial test of this prediction, the first study showed that narcissistic ch…
How representatives with a dovish constituency reach higher individual and joint outcomes in integrative negotiations
Representative negotiations often take a competitive course due to constituency pressures. However, in multi-issue integrative negotiation settings, using a competitive value-claiming strategy may result in less than optimal outcomes for both parties. In this experiment, we compared the negotiation process and outcomes of representatives with hawkish versus dovish constituencies. Representatives with a dovish constituency engaged in more informat…
The Neuropeptide Oxytocin Regulates Parochial Altruism in Intergroup Conflict Among Humans
Oxytocin and Intergroup Conflict Human society is organized into groups, such as those based on nationality or religion, which can lead to intergroup conflicts, with sometimes devastating consequences. Intergroup conflict engages a human behavior termed parochial altruism: For example, a soldier who fights against the enemy at risk to themselves to protect their country is a parochial altruist. De Dreu et al. (p. 1408 ; see the cover; see the New…
When competition breeds equality: Effects of appetitive versus aversive competition in negotiation
In competitive interaction displays of red increase actors' competitive approach and perceivers' withdrawal
Pay to walk away: Prevention buyers prefer to avoid negotiation
Uncertainty enhances the preference for narcissistic leaders
Narcissistic leaders present us with an interesting paradox, because they have positive as well as negative characteristics. As such, we argue that the nature of the context determines how suitable narcissists are perceived to be as leaders. Here we propose that a specific contextual factor, that is, uncertainty, increases the preference for narcissists as leaders. As an initial test of this prediction, the first study showed that narcissistic ch…
Negotiation
Negotiation, the communication between parties with perceived divergent interests aimed at reaching agreement, is used across many contexts to resolve social conflict. Often, negotiations involve multiple issues, such that parties can form integrative agreements that yield higher joint utility than a 50–50 compromise or a victory‐for‐one solution. However, in order to reach these agreements, parties need to choose the most optimal negotiation str…
Framing effortful strategies as easy enables depleted individuals to execute complex tasks effectively
The Bright Side of Threatened Narcissism: Improved Performance Following Ego Threat
Narcissistic individuals have highly positive self‐views and overestimate their abilities. Consequently, they tend to react aggressively whenever they receive information that does not match their high self‐views (ego threat). We argue that focusing on aggression merely portrays a one‐sided view of narcissistic individuals and the manner in which they counter ego threats. We propose that following ego threat, narcissism can also fuel performance.…
How representatives with a dovish constituency reach higher individual and joint outcomes in integrative negotiations
Representative negotiations often take a competitive course due to constituency pressures. However, in multi-issue integrative negotiation settings, using a competitive value-claiming strategy may result in less than optimal outcomes for both parties. In this experiment, we compared the negotiation process and outcomes of representatives with hawkish versus dovish constituencies. Representatives with a dovish constituency engaged in more informat…
The anchoring-bias in groups
Parochial cooperation in nested intergroup dilemmas is reduced when it harms out-groups
In intergroup settings, humans often contribute to their in-group at a personal cost. Such parochial cooperation benefits the in-group and creates and fuels intergroup conflict when it simultaneously hurts out-groups. Here, we introduce a new game paradigm in which individuals can display universal cooperation (which benefits both in- and out-group) as well as parochial cooperation that does, versus does not hurt the out-group. Using this set-up,…
Intergroup Competition Mitigates Effects of Reward Structure on Preference-Consistency Bias and Group Decision Failure
Group discussion often becomes one-sided and confirmatory, with poor decisions as the unfortunate outcome. Here we examine whether intergroup competition amplifies or mitigates effects of individual versus team reward on information sharing biases and group decision quality. Individuals ( N = 309) in 103 interacting groups were given private information on four decision alternatives and discussed a joint decision. Private information was distribu…
Psychology (12 works) · Social Psychology (11 works) · Experimental Behavioral Economics Studies (5 works) · Negotiation (5 works) · Social Psychology (5 works) · Business (4 works) · Political science (4 works) · Social and Intergroup Psychology (4 works) · Computer Science (3 works) · Conflict Management and Negotiation (3 works)