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This symposium examines the complex and often contradictory nature of addressing workplace inequities through diversity initiatives. Organizations are increasingly investing in diversity and inclusion (D&I) efforts, as evidenced by the prevalence of Chief Diversity Officers and comprehensive diversity training programs among Fortune 1000 companies. These efforts represent a deliberate strategy to cultivate equitable and inclusive workplaces. However, the symposium emphasizes the necessity of evaluating the impact of these practices to ensure they contribute to real and sustainable change, rather than being mere symbolic gestures. The studies featured explore the complex dynamics of workplace inequities and the often paradoxical outcomes of well-intentioned D&I efforts. These studies employ various methods such as surveys, audit studies, and experiments to assess organizational policies across different contexts. Key findings include: 1) Gender differences in EEOC judgments of merit, with claims filed by women in masculine industries more likely to be granted merit. 2) The impact of free speech appeals on reducing accountability for workplace bias, highlighting a failure in achieving D&I goals. 3) The concept of strategic ignorance in sexual harassment claims, indicating that claims of ignorance may not always be made in good faith. 4) The effectiveness of positive versus negative feedback in motivating equitable behaviors among city councilors. 5) The exploitation of first-generation college students in organizations due to positive stereotypes. These studies collectively reveal the intricate nature of addressing workplace inequities, underscoring the need for more nuanced and effective strategies in fostering true equity and fairness in the workplace. He Said She Said: How Gender Relates to Judgments about the Merit of Workplace Accusations Author: Grusha Agarwal; U. of Toronto, Rotman School of Management Author: Chloe Kovacheff; U. of Toronto Author: Rachel Lise Ruttan; U. of Toronto Author: Gabrielle Adams; U. of Virginia Darden School of Business Author: Katherine Ann DeCelles; U. of Toronto What About My Free Speech? Appeals to Free Speech Reduce Accountability for Workplace Bias Author: Ivuoma Ngozi Onyeador; - Author: Felix Danbold; UCL School of Management Playing Dumb: Strategic Ignorance about what Constitutes Sexual Harassment Author: Natalya Alonso; Beedie School of Business Simon Fraser U. Author: Zhanna Lyubykh; Beedie School of Business Simon Fraser U. Author: Sandy Hershcovis; U. of Calgary What motivates equitable behavior? The effects of positive & negative feedback in the domain of bias Author: Erika Kirgios; U. of Chicago Booth School of business Author: Edward Chang; Harvard Business School The Heroization and Exploitation of First-Generation College Students Author: Shuang Wu; Rady School of Management, U. of California San Diego Author: Peter Belmi; U. of Virginia [ABSTRACT FROM AUTHOR]

Despite the extant research highlighting the benefits of having difficult conversations, its inherent complexity – particularly due to the interdependent, multimodal, and highly contextualized nature of conversation – has impeded its empirical advancement and theoretical integration. Furthermore, previous research has assumed that having, or being able to have, difficult conversations is invariably beneficial for individuals, teams, and organizations. However, exactly how these conversations unfold and lead to positive outcomes remain a mystery. In this symposium, five presentations will explore why and how particular conversational elements within difficult contexts, such as grief, distrust, conflict, diverging goals, and advice giving and seeking, may lead to better or worse outcomes for individuals in organizational settings. In total, the symposium offers empirical and theoretical insights into the burgeoning science of conversation research, as well as practical solutions for managers, leaders, and employees who wish to create spaces where people are heard and feel connected to others. Expressions of Sympathy are Less Effective When They Focus on the Positive Author: Daniel Chiacchia; U. of Toronto, Rotman School of Management Author: Rachel Lise Ruttan; U. of Toronto Author: Katherine Ann DeCelles; U. of Toronto Author: Sora Jun; Rice U. Communicating Under Distrust Author: Laura Wallace; U. of Chicago Booth School of business Author: Yena Kim; U. of Chicago Booth School of business Author: Emma Levine; U. Of Chicago The Social Effects of Discrete Emotions on Curiosity Elicited During Conflict Author: Christina Bradley; U. of Michigan, Ross School of Business Author: Nadav Klein; INSEAD Boomerasking: Answering Your Own Questions Author: Alison Wood Brooks; Harvard U. Author: Michael Yeomans; Imperial College Business School Flattering Advice: Avoiding Disappointment as a Driver of Gender Discrimination Author: Zaidan Chen; Hong Kong U. of Science and Technology Author: David Hagmann; - [ABSTRACT FROM AUTHOR]

The papers in this symposium explore the complex interplay between work experiences and employees' post-work recuperation. Together, this set of research illuminates the intricacies of recovery processes pivotal in the wellbeing of employees and examines the practices and strategies people employ to enable smooth work and non-work experiences. The first paper probes the 'recovery paradox,' spotlighting the significance of psychological detachment in high-stress work scenarios. The second paper proposes after-work rituals as a valuable practice, substantiated by field experiments and surveys. The third paper delves into the often-neglected aspect of reattaching to work, tying it to fundamental psychological needs and work-related outcomes. Lastly, the fourth paper scrutinizes proactive pushbacks against the prevailing 'always-on' work culture, evaluating its work and non-work implications for employees. Together, these papers present novel theoretical insights and empirical evidence, shedding light on the dynamics between work, recovery, and employee well-being. The symposium offers new directions on recovery research and the importance of fostering a more robust and healthier relationship with work. When is it Difficult to Detach From Work? An Empirical Test of the Recovery Paradox Author: Sabine Sonnentag; U. of Mannheim Author: Laura Venz; Leuphana U. Lüneburg Author: Alexander Pundt; MSB Medicalschool Berlin After-Work Rituals as a Tool to Overcome the Recovery Paradox Author: Benjamin Alan Rogers; Boston College Author: Ovul Sezer; Cornell U. Author: Trevor Watkins; U. of Oklahoma Author: Katherine Ann DeCelles; U. of Toronto Author: Chen-Bo Zhong; U. of Toronto Author: Michael Norton; Harvard U. Author: Hal Hershfield; UCLA Anderson School of Management The Motivational Benefits of Reattachment at Work: A Self-Determination Theory Perspective Author: Aqsa Dutli; Purdue U., West Lafayette Author: John P. Trougakos; U. of Toronto Author: Allison S. Gabriel; Purdue U., West Lafayette Author: Sabine Sonnentag; U. of Mannheim Author: Jason Dahling; College of New Jersey Proactive Pushbacks: Examining the Social Reactions to Work Culture Rebels Author: Katelyn Zipay; Purdue U. Author: Matthew Shurman; Purdue U., West Lafayette Author: Jingran (Mia) Zhou; Purdue U., West Lafayette [ABSTRACT FROM AUTHOR]

The field of management is beginning to recognize (and emphasize) the value of "real-world" implications of empirically rigorous studies. One promising avenue of research that supports this shift in our field is "intervention-based studies," which provide both practically and theoretically significant insights on timely, managerial problems. Historically, intervention-based research has been scarce in our field, especially relative to other fields like clinical psychology or medicine. However, over the past decade (and especially the last two years), scholars in our field have been increasingly interested in undertaking such research. Supporting this movement, this symposium will showcase six empirical projects using an intervention-based methodology that tackle a range of timely problems--like mental health, work relationship quality, and procrastination--to create positive change in workplace environments of all kinds--from traditional organizations to the gig economy. Beyond Service with a Smile, An Intervention for Conversations between Employees and Customers Author: Elizabeth Nguyen Trinh; U. of Michigan, Ross School of Business Author: Julia Lee Cunningham; U. of Michigan A Field Experiment on How to Support Mental Health at Work Author: Laura Maria Giurge; London School of Economics and Political Science Author: Lauren Christine Howe; U. of Zurich An Awareness Intervention to Increase Supervisor Appreciation Expressions Author: Lauren Rachel Locklear; Texas Tech U. Author: Shannon G. Taylor; U. of Central Florida Author: Maureen L. Ambrose; U. of Central Florida The Andrew Carnegie Effect, An Intervention That Activates Legacy Motives Author: Daniela Goya-Tocchetto; Fuqua School of Business, Duke U. Author: Jessica Jee Won Paek; Fuqua School of Business, Duke U. Author: Kimberly A Wade-Benzoni; Duke U. Changing the Customer Evaluation Scale for Gig Workers Shows Lower Racial Discrimination Author: Tristan L. Botelho; Yale School of Management Author: Sora Jun; Rice U. Author: Demetrius Humes; U. of Toronto Author: Katherine Ann DeCelles; U. of Toronto Working Alone Together, An Intervention Boosting Focus and Positive Affect for Gig Workers Author: Brittany Lambert; Indiana U. - Kelley School of Business Author: Brianna Barker Caza; U. of North Carolina, Greensboro [ABSTRACT FROM AUTHOR]

Impression management is a fundamental characteristic of social interaction that plays an essential role in maintaining social harmony. The present symposium seeks to understand how to foster effective workplace communication by identifying the consequences of common strategies for managing impressions. Ruttan, Adams, and DeCelles examine the unintended consequences of espousing neutrality on divisive political and moral issues. Abel, Rosenblum, and Zlatev contend that concealing an opposing stance on a political issue harms observers' perceptions of integrity but boosts perceptions of benevolence. Slepian redefines the concept of secrecy, illuminating new paths for understanding the experience of secrecy in people's lives. Finally, Chaudhry, Banerjee, and Wu examine the efficacy of strategies used by managers to make amends following organizational transgressions. Together, these papers provide a novel and unique perspective on impression formation and management, both inside and outside organizations. Miscalibrating the Consequences of Moral Neutrality Author: Rachel Lise Ruttan; U. of Toronto Author: Gabrielle Adams; U. of Virginia Author: Katherine Ann DeCelles; U. of Toronto Navigating difficult waters: Trading integrity for benevolence by avoiding political discussions Author: Jennifer Abel; Harvard Business School Author: Michael Rosenblum; U. of Notre Dame, Mendoza College of Business Author: Julian Jake Zlatev; Harvard Business School Having and Keeping Secrets Author: Michael Slepian; Columbia Business School Making amends with the audience: Manager use of public apologies and other amends-making strategies Author: Shereen J. Chaudhry; U. of Chicago Booth School of business Author: Akshina Banerjee; U. of Chicago Booth School of business Author: Linhui Wu; U. of Minnesota Carlson School of Management [ABSTRACT FROM AUTHOR]