Olfactory Cues from Romantic Partners and Strangers Moderate Women's Responses to Stress

Marlise  Hofer; Hanne  Collins; Ashley V. Whillans; Frances  Chen

Article | Journal of Personality and Social Psychology

Olfactory Cues from Romantic Partners and Strangers Moderate Women's Responses to Stress

by Marlise Hofer, Hanne Collins, Ashley V. Whillans and Frances Chen

Abstract

The scent of another person can activate memories, trigger emotions, and spark romantic attraction; however, almost nothing is known about whether and how human scents influence responses to stress. In the current study, 96 women were randomly assigned to smell one of three scents (their romantic partner’s, a stranger’s, or a neutral scent) and exposed to an acute stressor (Trier Social Stress Test). Perceived stress and cortisol were measured continuously throughout the study (5 & 7 times, respectively). Perceived stress was reduced in women who were exposed to their partner’s scent. This reduction was observed during stress anticipation and stress recovery. Cortisol levels were elevated in women who were exposed to a stranger’s scent. This elevation was observed throughout stress anticipation, peak stress, and stress recovery. The current work speaks to the critical role of human olfactory cues in social communication and reveals that social scents can impact both psychological and physiological reactions to stress.

Keywords: Interpersonal Communication; Personal Characteristics; Perception;

Format: Print

Citation:

Hofer, Marlise, Hanne Collins, Ashley V. Whillans, and Frances Chen. "Olfactory Cues from Romantic Partners and Strangers Moderate Women's Responses to Stress." Journal of Personality and Social Psychology 114, no. 1 (January 2018): 1–9. (Lead Article.)

When it comes to our to-do lists, many of us prioritize checking off tasks that are easiest to complete or are due first, regardless of importance – a phenomenon that scholars describe as the “mere urgency” effect. This tendency becomes stronger the busier we are. But constantly prioritizing urgent tasks means that important tasks that have no urgent deadline (such as updating your resume or doing creative work) get pushed aside for later and later. Some just never get done. When we fail to do what’s important, often what matters most to us, we feel stressed, overwhelmed, and unmotivated— and firms are less productive. Research suggests managers can help employees combat the tendency to put off for tomorrow what isn’t due today: have employees set aside proactive time for work that is important but not urgent.

Over the last two decades, global wealth has risen. Yet, material affluence has not translated into time affluence. Instead, most people today report feeling persistently “time poor”—like they have too many things to do and not enough time to do them. This is critical because time poverty is linked to lower well-being, physical health, and productivity. For example, in our analysis of 2.5 million Americans, subjective feelings of time poverty had a stronger negative effect on well-being than being unemployed. However, individuals, organisations, and policymakers often overlook the pernicious effects of time poverty. Billions of dollars are spent each year to alleviate material poverty, while time poverty is often ignored or exacerbated. In this Perspective, we discuss the organisational, institutional, and psychological factors that explain why time poverty is often under appreciated. We argue that scientists, policymakers, and organisational leaders need to devote more attention and resources toward understanding and reducing time poverty to promote psychological and economic well-being.

Conventional wisdom says you should ask your colleagues for feedback. However, research suggests that feedback often has no (or even a negative) impact on our performance. This is because the feedback we receive is often too vague—it fails to highlight what we can improve on or how to improve. New research suggests a better approach. Across four experiments—including a field experiment conducted in an executive education classroom—researchers found that people received more effective input when they asked for advice rather than feedback.

Faculty & Research

Olfactory Cues from Romantic Partners and Strangers Moderate Women's Responses to Stress

Abstract

Citation:

About the Authors

More from these Authors