Social Engineering Blogs

An Aggregator for Blogs About Social Engineering and Related Fields

The Humintell Blog August 6, 2024

Feeling angry? Write down your thoughts then throw them away

There are many ways to manage your emotions and researchers out of Nagoya Univeristy have discovered a simple, but effective, strategy to help with anger management.

Writing down your thoughts on the cause of your anger and then throwing that piece of paper away can be an effective way to neutralize your negative feelings.

The study entitled “After being insulted, writing down your feelings on paper then getting rid of it reduces anger” was published in Scientific Reports on Nature.

This important research builds on similar research on the association between the written word and anger reduction as well as studies showing how interactions with physical objects can control a person’s mood.

For example, after a bad breakup you may feel the desire to burn letters or destroy gifts from your ex.

Anger Study Methodology

For their anger project, lead researcher Nobuyuki Kawai and his graduate student Yuta Kanaya asked 50 participants to write brief opinions about important social problems, such as whether smoking in public should be outlawed.

Evaluators then deliberately scored the papers low on intelligence, interest, friendliness, logic, and rationality.

For good measure, evaluators added insulting comments such as: “I cannot believe an educated person would think like this. I hope this person learns something while at the university.”

After handing out these negative comments, the researchers asked the participants to write their thoughts on the feedback, focusing on what triggered their emotions.

One group was told to either roll up the paper with their thoughts and throw it in a bin or keep it in a file on their desk. A second group was told to shred the paper, or put it in a plastic box.

The students were then asked to rate their anger after the insult and after either disposing of or keeping the paper.

Anger Study Results

As expected, all participants reported a higher level of anger after receiving insulting comments.

However, the anger levels of the individuals who discarded their paper in the trash can or shredded it returned to their initial state after disposing of the paper.

Meanwhile, the participants who held on to a hard copy of the insult experienced only a small decrease in their overall anger.

Researchers concluded that “the meaning (interpretation) of disposal plays a critical role” in reducing anger.

The Japanese Tradition Hakidashira

This process is like a Japanese tradition called hakidashisara, in which people write their negative thoughts on a plate then destroy it.

Along with its practical benefits, this discovery may shed light on the origins of the Japanese cultural tradition known as hakidashisara (hakidashi sara refers to a dish or plate) at the Hiyoshi shrine in Kiyosu, just outside Nagoya.

Hakidashisara is an annual festival where people smash small discs representing things that make them angry.

The study’s findings may explain the feeling of relief that participants report after leaving the festival, the paper concluded.

Kawai imagines using his research to help businesspeople who find themselves in stressful situations.

“This technique could be applied in the moment by writing down the source of anger as if taking a memo and then throwing it away when one feels angry in a business situation,” he explained.

For another helpful guide to anger, read this past blog post from Humintell.

The post Feeling angry? Write down your thoughts then throw them away first appeared on Humintell.

Filed Under: culture, Science

The Humintell Blog April 24, 2024

The Key Ingredients to Effective Intercultural Interactions

What are the Key Ingredients to Effective Intercultural Interactions?

Dr. David Matsumoto, Director of Humintell, recently led a free webinar where he provided participants with an overview of major research findings concerning keys to effective intercultural communication, as well as practical tips to interact with others from different cultures.

Most of us live in a multi-cultural society where effective intercultural communication is crucial. This is as a result of technology and other advancements. The world is getting smaller every day!

The Difference Between Cross-Cultural Adaptation vs Adjustment

Dr. Matsumoto believes at the heart of all intercultural communication and interactions is a process of adaptation and adjustment. Many scholars do not delineate between these two concepts.

Adaptation refers to the process of altering one’s behavior to fit in with a changed environment or circumstances.

Adjustment refers to the subjective experiences that are associated with, result from, or are consequences of, adaptation, and that motivate further adaptation. Dr. Matsumoto explains adjustment in laymen’s terms as “how we feel about what we’re doing”.

Living in any society in any culture requires a constant process of adaptation and adjustment, as noted in the above graphic. This process also encapsulates the underlying process of growth.

Defining Successful Intercultural Communication

How does Dr. Matsumoto define successful intercultural communication?

He outlines 4 factors that play a part, as seen in the graphic below.

  1. Having successful relationships with people from other cultures.
  2. Feeling that interactions are warm, cordial, respectful, and cooperative.
  3. Accomplishing tasks in an effective and efficient manner.
  4. All of the above, and the ability to manage psychological stress effectively.

Research has shown there are a lot of different types of people in terms of how they adapt and adjust in different cultures.

There’s many people who adapt (change their behaviors) but don’t adjust well. Adjustment problems may manifest itself in depression or anxiety or substance abuse problems.

Then there’s people who feel things are perfectly fine but they’re not adapting well.

Adaptation and adjustment go hand in hand when discussing intercultural interactions and intercultural communications.

The Contact Hypothesis (Allport, 1954)

So what does the science say about intercultural adjustment and communication?

One very important concept is called the Contact Hypothesis which is the proposition that contact between groups is effective in reducing prejudice.

One study that tested the contact hypothesis was known as The Robbers Cave Experiment where two group of boys were invited to participate in a summer camp (which in reality was part of a study in intergroup relationships).

The boys were separated into two groups (Rattlers and Eagles) and when the groups were unaware of each other, group activities were directed at building unity and cohesion.

During the second week, the two groups were brought together in a competitive environment where the other group became an obstacle to resources.

It was during this competitive period that the groups became hostile toward one another, calling each other names and even engaging in physical fights.

After a period of conflict, the groups participated in a superordinate goal and hostile feelings between groups were reduced after researchers allowed the groups to work cooperatively.

The Robbers Cave Experiment showed that when two groups feel mutually interdependent, hostility between groups subsides.

Key Psychological Ingredients to Effective Intercultural Competence

There’s also a large body of research that have examined what key psychological ingredients (skills, traits, abilities) can help intercultural competence effectiveness.

The instruments that have been developed examine traits have been shown across the last 50 years to be indicative of effective cross-cultural communication.

These tests include the Multicultural Personality Questionnaire (MPQ), Cultural Intelligence Scale (CQS), and Intercultural Adjustment Potential Scale (ICAPS).

A 2013 study entitled Assessing Cross-Cultural Competence: A Review of Available Tests by Matsumoto and Hwang reviewed the validity of all existing instruments.

They found that the most important predictor of successful cross-cultural adaptation was emotional robustness aka emotion regulation.

Learn More About The Basics of Emotional Intelligence by Clicking Here.

Negative emotional reactions from cultural differences are inevitable. Adapting to these differences well require people to regulate their emotions well so they can acquire new skills and behaviors.

Final Tips and Advice for Next Steps

Dr. Matsumoto concluded his webinar by offering some helpful tips.

1. Get exposure to different people and cultures

2. Engage in activities or training to improve your own emotion regulation skills

He ended the webinar by playing the video below about Tarra and Bella- The elephant and dog who became best friends.

The post The Key Ingredients to Effective Intercultural Interactions first appeared on Humintell.

Filed Under: Cross Culture, culture

The Humintell Blog January 15, 2024

Free Webinar: The Basics of Social Influence

Dr. David Matsumoto, Director of Humintell, led a free webinar on The Basics of Social Influence where he provided participants with an introduction to evidenced-based topics of social influence.

These included the topics of:

  • Conformity, Compliance, and Obedience
  • Cooperation
  • Emotion Contagion
  • Social Loafing and Social Striving
  • Leadership
  • Persuasion and Influence

Conformity, Compliance, and Obedience

In social science and social psychology these topics (conformity, compliance and obedience) are generally considered together within the larger rubric of social influence.

They are all important constructs in any social system as ways of reinforcing behaviors.

Some of these words may have a negative connotation, but in reality they are important concepts for any group or society as ways of reinforcing behaviors.

Definitions of conformity, compliance and obedience can be found in the graphic to the left.

In this area of psychology there are a few studies that form the backbone of what we know about these three topics. Let’s explore them!

The Ash Experiments

A researcher named Solomon Ash conducted a very well-known set of experiments that are some of the first and classic studies on conformity and compliance.

In one of his most famous studies, a participant went into a room with seven confederates who were part of the experimental team.

The participants were given lines (see example). You can see there is a target line and other lines on the right hand side.

Every person in the room was asked which line on the right hand side matches the target line on the left. There was an obvious correct and incorrect answer.

The results of the study showed that when the participant is the last to answer and everyone before them has given the incorrect answer, it increases the likelihood that the participant will also give the incorrect answer.

On average 32% conformed to the incorrect answer. In over 12 trials, 75% conformed at least once.

The Milgram Experiments

Like the Ash experiments, any people have heard about the Milgram experiments led by Yale psychologist Stanley Milgram.

In one of his most famous studies (that could not be conducted today due to ethical reasons), Milgram recruited 40 men to come to a laboratory with equipment that was labeled with shock danger warnings.

The participant was told that they are the teacher who is going to deliver a shock to a student in a neighboring room. They couldn’t see the student (and who was not actually being shocked contrary to what the participant is told).

Every time the student answered a question wrong, the participant was instructed to deliver a shock to them of increasing intensity. The student in the other room banged on the wall, made other sounds, then eventually went silent.

The participants asked the experimenter if they should continue (to which they are told yes). In the study with 40 men, 26 delivered the maximum shock and 14 stopped before reaching the highest levels.

Like the Ash study, the Milgram studies demonstrates an amazing amount of conformity and obedience.

Over the years, these findings have been replicated many times all around the world in various countries suggesting that conformity, compliance and obedience may be universal human phenomenons.

Cooperation

Cooperation refers to people’s ability to work together towards common goals. Cooperation is necessary in every society and based on unique cognitive abilities, especially a concept called shared intentionality.

Dr. Matsumoto believes that shared intentionality is at the root of human cultures. He also believes that the main purpose and function of human communication including language and non-verbal behavior is to share intentions.

Cooperation is a universal phenomenon that is part of the basis of social influence. It has been studied extensively in social psychology.

However, there is some research that suggest there are cultural and individual differences in cooperation.

Some research suggests that the rates of cooperation tends to be higher in collectivistic societies (e.g. East Asia, SE Asia, Latin/South America) compared to individualistic societies (e.g. USA, Canada).

Additional research suggests that individual differences in cooperation exist due to levels of trustworthiness (high trusters vs low trusters).

Research on cooperation has also been conducted regarding the sanctioning systems across various cultures as well as inter and intra-cultural environments.

Dr. Matsumoto’s research suggests that when people from different cultures come together, they generally cooperate less.

Emotion Contagion

The concept of emotion contagion started with researcher Elaine Hatfield and others in 1993.

What is emotion contagion?

Emotion contagion is a phenomenon when someone’s emotions lead to or produce similar emotions in others.

What Hatfield and colleagues have demonstrated is when there’s a group of people, one person or several people’s emotions can affect the emotions of the rest of the people.

Why does emotion contagion occur?

The truth is that science has not gotten to the point where we know exactly why emotion contagion occurs.

However, there’s interesting literature within the emotion contagion literature that pertain to what’s called mirror neurons.

Mirror neurons are essentially special types of brain cells that are triggered when viewing the actions of other individuals. For example, when we see another person fall and hurt themselves, our mirror neurons trigger the part of our own brain that would be activated if we had fallen.

Facial feedback is another concept that suggests that when we have an expression on our face our brains tell us we’re having that emotion and thus turns our emotional system on inside of us.

This may be the reason why some research suggests that smiling can improve your mood. 

Social Loafing and Social Striving

When people are in a group and they have a task to do, sometimes individual productivity and motivation is reduced. This concept is called social loafing.

Social loafing has led to the concept of freeriders- members of a group who are not producing as much as others

On the other hand, there’s the opposite effect called social striving. Sometimes working in a group enhances individual performance rather than diminish it so then the product of the group is greater than the sum of the individual members.

One factor that has been shown to influence whether members of a group either loaf or strive is leadership.

Research has put issues faced by leaders into two buckets: 1) task performance and 2) group maintenance.

There has been extensive studies about the characteristics of leaders that are universally endorsed all around the world and the most influential set of researchers are known as the GLOBE project.

The GLOBE project has produced a number of amazing findings that are universally endorsed as good leaders are:

  • Charisma: ability to connect and persuade others
  • Team Orientation: focus on the team as a whole
  • Empathy: the degree to which leaders are perceived as being empathetic

Persuasion and Influence

Without a doubt, the most influential psychologist in the area of persuasion and influence is Robert Cialdini.

The seven psychological principles underlying persuasion, influence, and compliance that Cialdini has compiled are:

  • Reciprocity
  • Consistency
  • Social Proof (related to conformity)
  • Liking (related to cooperation)
  • Authority (related to obedience)
  • Scarcity
  • Unity

Cialdini has done an amazing amount of research himself but has also done a great job of integrating the knowledge in the field to come up with these various principles of persuasion and influence.

One of the points that Cialdini makes which Dr. Matsumoto finds absolutely true is that these principles exist because societies and cultures and all groups need them.

These principles work because they work to mobilize emotion, either through what’s known as cognitive dissonance or anxiety or something that motivates people to alleviate their emotion.

Other Social Influence Constructs

There are actually many other social influence constructs that have been demonstrated and documented in science including:

  • Mere Exposure Effect
  • Trust and Trustworthiness
  • Rapport


Want to Learn More?

Our Tactical Social Influence Workshop, explores how to use various psychological techniques to discern points of views and detect nonverbal emotions, behaviors, and reactions in order to advocate, influence, and convince others.

LEARN MORE

The post Free Webinar: The Basics of Social Influence first appeared on Humintell.

Filed Under: Cross Culture, culture, Nonverbal Behavior, Science

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