• March 2025
• Case

• March 2025
• Article

Humans spend much of their lives in conversation, where they tend to hold many simultaneous motives. We examine two fundamental desires: to be responsive to a partner and to disclose about oneself. We introduce one pervasive way people attempt to reconcile these competing goals—boomerasking—a sequence in which individuals first pose a question to their conversation partner (“How was your weekend?”), let their partner answer, and then answer the question themselves (“Mine was amazing!”). The boomerask starts with someone asking a question, but—like a boomerang—the question returns quickly to its source. We document three types of boomerasks: ask-bragging (asking a question followed by disclosing something positive, e.g., an amazing vacation); ask-complaining (asking a question followed by disclosing something negative, e.g., a family funeral); and ask-sharing (asking a question followed by disclosing something neutral, e.g., a weird dream). Though boomeraskers believe they leave positive impressions, in practice, their decision to share their own answer—rather than follow up on their partner’s—appears egocentric and disinterested in their partner’s perspective. As a result, people perceive boomeraskers as insincere and prefer conversation partners who straightforwardly self-disclose.

• March 2025
• Article

Many organizations struggle to attract a demographically diverse workforce. How does adding a measurable goal to a public diversity commitment—for example, “We care about diversity” versus “We care about diversity and plan to hire at least one woman or racial minority for every White man we hire”—impact application rates from women and racial minorities? Extant psychological theory offers competing predictions about how historically marginalized applicants might respond to such goals. On one hand, measurable diversity goals may raise belongingness concerns among marginalized group members who are uncomfortable with being recruited and hired based on their demographics. On the other, measurable goals might increase organizational attraction by signaling that marginalized group members are more likely to be hired. In a preregistered field experiment (n = 5,557), including measurable diversity goals in job advertisements increased application likelihood among marginalized group members—women and racial minorities—by 6.5%, without sacrifices to candidate quality. These field effects were primarily driven by White women, who were 10.5% more likely to apply after seeing a measurable diversity goal. Follow-up studies with women (total n = 893, preregistered) and racial minorities (total n = 865, preregistered) suggest that although measurable diversity goals signal a more instrumental approach to diversity, they also increase perceived strategic benefits and beliefs that the organization’s commitment is genuine among both groups, which in turn are tied to increased willingness to apply. We discuss the tensions marginalized group members face when evaluating organizational diversity initiatives.