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The purpose of this paper is to outline the development, piloting and evaluation of the Who’s Challenging Who? (WCW) training intervention for social care staff to improve their empathy and attitudes towards people with learning disabilities (LD) and challenging behaviour (CB).

A phased approach was taken to the development and testing of the intervention. Initially, the existing literature was reviewed, the theoretical background of the intervention was developed, and then the intervention was designed. A pilot study was undertaken, followed by further development, and a large-scale randomised controlled trial (RCT).

WCW had a small positive effect on staff empathy 20 weeks after the intervention, and small to moderate effects for other staff reported outcomes (e.g. positive empowerment attitudes and positive work motivation). Being trained by people with LD and CB encouraged staff to reflect on the impact they have on the people they support. The trainers with LD valued their role, and saw benefits beyond this (e.g. friendships).

It is possible to carry out high-quality RCT evaluations of social care practice, and research should continue to generate evidence in this way, as in healthcare settings. However, there were difficulties in retaining participants.

People with LD can be actively involved in the co-production and delivery of social care training.

Employment and a fair wage can increase the confidence and empowerment of people with LD.

This is the first large-scale RCT of an intervention that aimed to improve empathy/change attitudes in social care staff who work with people with LD and CB.

The authors test the daily perceived supervisor support (PSS) to job engagement relationship with respect to employees' extra-role displays. Additionally, the authors propose employees' turnover intentions (TIs) to minimize these indirect effects when high.

In Study 1, employees in a field sample responded to a repeated survey spanning ten days to test the proposed model. Study 2, then, used a scenario-based experiment with online panelists as a further test of the model.

Daily job engagement was found to mediate the relationships of daily PSS with OCBI, where high TI reduced this indirect effect in Study 1. Similar indirect and conditional indirect effects were supported for OCBI and OCBO likelihood in Study 2.

The paper highlights the importance of supervisors' ongoing supportive behaviors extended to their subordinates along with an awareness of employees' TI behavioral signals.

This study adds to research examining the reinforcing nature of PSS on employees' engagement and subsequent citizenship behavior. It also offers a potential boundary condition to such indirect effects by proposing TI as influencing such daily motivational effects.

In this chapter we apply intergroup emotion theory (IET; Mackie, Devos, & Smith, 2000) to reflect on the conditions under which individuals may experience intergroup emotions in workgroups, and to explore some possible consequences of those emotions. First, we briefly outline IET and describe the psychological mechanisms underlying intergroup emotion with a particular emphasis on the role of social identification. Second, we describe some of the antecedents of shared and varied social identifications in workgroups, which may in turn elicit shared or varied intergroup emotions in workgroups. Finally, we consider potential consequences for both relationship and task outcomes such as organizational citizenship behavior, workgroup cohesion, relationship and task conflict, issue interpretation, and information sharing.

An accelerometer is a device that measures force due to gravity or a change in speed or direction of travel. This paper describes accelerometers and their application in other disciplines and, by way of an example, explores the utility of accelerometers for studying aggression. We end with a discussion of additional ways accelerometers might be used in group processes research.

We first review the use of accelerometers in other disciplines. We then present the results of four studies that demonstrate the use of accelerometers to measure aggression. Study 1 establishes the measure’s concurrent validity. Study 2 concerns its stability and representative reliability. Study 3 seeks to establish the measure’s predictive validity by associating it with an existing measure. Study 4 demonstrates the ability of accelerometers to address a sociological research question.

In Studies 1 and 2, we find that accelerometers can be used to differentiate between distinct levels of aggression. In Study 3, we find that men’s average peak acceleration correlates with a previously validated measure of aggression. Study 4 uses accelerometers to reproduce a well-established finding in the aggression literature.

We conclude that accelerometers are a flexible tool for group processes’ researchers and social scientists more broadly. Our findings should prove useful to social scientists interested in measuring aggression or in employing accelerometers in their work.

Until the early 1970s the infamous ‘White Australia Policy’ restricted certain types of migrants from entering Australia, particularly those of Asian background, with the goal of creating an ‘Anglo-Celtic’ Australian nation. Post-war mass migration, mostly from Europe, had a significant impact on the ethnic composition of the population. Despite attempts to enforce a mostly ‘British’ migration, the resulting programme would see migrants come from many non-British source countries. This ultimately pressured the government into recognition of cultural diversity and eventually in the early 1970s through the proposition of a multicultural approach. In 1973 multiculturalism was officially introduced slowly becoming a defining national asset. From 1933 to 2001, Italians were the second largest migrant group contributing to Australia’s cultural ‘make-up’, right after the ‘Anglo-Celtic’ segment of the overseas-born population (UK, New Zealand and Ireland). However, the Italian migration of the 1950s and 1960s is a closed chapter of Australian migration history, and Australia now embraces migration from countries where it was initially rejected in the pre-1970s period – Asians, particularly those from China and India. While looking at the specific cases of Italian and Chinese settlement in Australia, this chapter also provides an historical overview of Australian migration policies. We argue that the gradual inclusion of non-British migrants in Australia has been guided since 1901 Federation by a form of ‘economic opportunism’ rather than a real intention to change the ethnic make-up of the population and identity of the nation. Despite forming and maintaining strategic partnerships with Asian countries, migration to Australia is still dominated by the need to preserve a distinctive ‘Anglo-Celtic’ character.

The purpose of this paper is to examine whether or not the implementation of an instructional unit about an underrepresented historical figure, specifically Elizabeth Jennings, titled “The Elizabeth Jennings Project” (EJP) creates conditions conducive for middle and secondary social studies students to demonstrate historical empathy.

A case study methodology was selected for this study because the researcher implemented the EJP at one school with a small sample size of participants to assess which pedagogical factors, if any, fostered historical empathy through analysis of an underrepresented historical figure among middle and secondary social studies students.

Major findings highlight that active learning pedagogies, such as in-class debate, were effective strategies that promote historical empathy when middle and secondary students examined documents about an underrepresented historical figure. Analysis of the implementation of “The EJP” provides insights about how historical empathy pedagogies can connect to national standards and initiatives such as the Common Core Standards for History/Social Studies and the National Council for the Social Studies College, Career, and Civic Life Framework for middle and secondary social studies.

Historical empathy refers to deep inquiry in which intellectual and affective responses to content are shaped through source analysis of the actions, motives, perspectives and beliefs of people in the past. Although there are several studies that address pedagogies that promote historical empathy through examinations of famous historical figures, there is limited research concerning whether students display historical empathy by investigating underrepresented historical figures such as Elizabeth Jennings.

What is it about academia anyway? We profess to hate it, spend endless amounts of time complaining about it, and yet we in academia will do practically anything to stay. The pay may be low, job security elusive, and in the end, it's not the glamorous work we envisioned it would be. Yet, it still holds fascination and interest for us. This is an article about American academic fiction. By academic fiction, I mean novels whosemain characters are professors, college students, and those individuals associated with academia. These works reveal many truths about the higher education experience not readily available elsewhere. We learn about ourselves and the university community in which we work.

In this chapter, we develop a theoretical model of group splits, culture shifts, and creativity in diverse groups. This model explains how the strength of informational faultlines can elicit a culture shift from a desired to an actual culture of creativity in a team, which then might differentially influence team creativity and group performance. We further argue that subgroup support and team creative efficacy may enhance the interaction of informational faultlines with a desired culture of creativity to facilitate the shift toward an actual culture of creativity. We also discuss future research directions and practical implications for stimulating creative behaviors in organizations.

Intuition, along with empirical research, suggests that the generation of creative ideas benefits from divergent thinking among team members. However, the generation of creative ideas represents only one stage of the innovative process; teams also must implement ideas. In this chapter, we propose that effective idea implementation may depend on the opposite of team divergence: team conformity. Specifically, we propose that conformity facilitates various group processes important for effective idea implementation, including team coordination, information exchange, conflict management, and collective efficacy. Next, we discuss the role of leaders in managing the magnitude and processes of conformity. The chapter concludes with a discussion of implications and important next steps for studying conformity in relation to team innovative effectiveness.