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• Article | Organizational Behavior and Human Decision Processes | September 2019

  The Self-Presentational Consequences of Upholding One's Stance in Spite of the Evidence

  Leslie John, Martha Jeong, Francesca Gino and Laura Huang

  Five studies explore the self-presentational consequences of refusing to “back down” – that is, upholding a stance despite evidence of its inaccuracy. Using data from an entrepreneurial pitch competition, Study 1 shows that entrepreneurs tend not to back down even though investors are more impressed by entrepreneurs who do. Next, in two sets of experiments, we unpack the psychology underlying why actors refuse to publicly back down and investigate observers’ impressions of those actors. Specifically, we show that observers view people who refuse to back down as confident but unintelligent, and these perceptions drive consequential decisions about such refusers, such as whether to invest in their ideas (Studies 1 & 2) or whether to hire them (Study 3). Although actors can intuit these effects (Study 4), this understanding is not reflected in their behavior because they are concerned with saving face (Study 5).

  Keywords: Self-presentation; belief perseverance; judgment; confidence; persuasion; Personal Characteristics; Behavior; Perception; Decision Making; Outcome or Result;

  Citation:

  John, Leslie, Martha Jeong, Francesca Gino, and Laura Huang. "The Self-Presentational Consequences of Upholding One's Stance in Spite of the Evidence." Organizational Behavior and Human Decision Processes 154 (September 2019): 1–14.  View Details

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• Supplement | HBS Case Collection | August 2019

  Legal Time - Confidential Information for the Defense Attorney (Drew Davis)

  Christine L. Exley, Katherine B. Coffman and Joshua Schwartzstein

  Legal Time is a two-party dynamic negotiation simulation. Students take the role of either the prosecution or the defense in a case that centers on a client who has been accused of spear-heading a conspiracy to commit wire fraud. This conflict-resolution scenario gives students the opportunity to see how their negotiations are influenced by important situational and behavioral factors – specifically, (i) fairness considerations and self-serving motives, (ii) time pressure, and (iii) learning from one’s own experience and the experiences of others.

  Keywords: conflict resolution; time stress; Negotiation; Conflict and Resolution; Fairness; Learning;

  Citation:

  Exley, Christine L., Katherine B. Coffman, and Joshua Schwartzstein. "Legal Time - Confidential Information for the Defense Attorney (Drew Davis)." Harvard Business School Supplement 920-011, August 2019.  View Details

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• Supplement | HBS Case Collection | August 2019

  Legal Time - Confidential Information for the Prosecution (AUSA Prescott)

  Christine L. Exley, Katherine B. Coffman and Joshua Schwartzstein

  Legal Time is a two-party dynamic negotiation simulation. Students take the role of either the prosecution or the defense in a case that centers on a client who has been accused of spear-heading a conspiracy to commit wire fraud. This conflict-resolution scenario gives students the opportunity to see how their negotiations are influenced by important situational and behavioral factors – specifically, (i) fairness considerations and self-serving motives, (ii) time pressure, and (iii) learning from one’s own experience and the experiences of others.

  Keywords: conflict resolution; time stress; Negotiation; Conflict and Resolution; Fairness; Learning;

  Citation:

  Exley, Christine L., Katherine B. Coffman, and Joshua Schwartzstein. "Legal Time - Confidential Information for the Prosecution (AUSA Prescott)." Harvard Business School Supplement 920-012, August 2019.  View Details

  CiteView Details

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