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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 symposium makes substantial contributions toward elucidating the influence of social class in the workplace. From exploring the social costs of upper-class networks to the trust dividends of upward mobility, the impact of class on creativity, and the intersection of founder and investor class origins, each study offers fresh insights into longstanding debates. Together, they challenge and refine our understanding of social class as a critical dimension of management, providing empirical evidence and theoretical advancements that pave the way for more nuanced approaches to leadership and organizational strategy in an era of increasing socioeconomic awareness. The Social Costs of Upper-Class Networks: Network Social Class Reduces Prosocial Behavior Author: Jiyin Cao; Chinese U. of Hong Kong Author: Siyu Yu; U. of Michigan Upward Mobility Increases Trust Author: Nadav Klein; INSEAD Author: Stephane Côté; U. of Toronto Novelty vs. Usefulness? Examining Social Class Differences in Creativity Author: Jiyoun Kim; Northwestern Kellogg School of Management Author: Peter Belmi; U. of Virginia Privilege or Humble Beginnings? Founder and Investor Social Class Origins Affect Investor Interests Author: Jean Joohyun Oh; Carnegie Mellon U. - Tepper School of Business [ABSTRACT FROM AUTHOR]

In our daily lives, we are constantly presented with opportunities to interact with others, both in professional and personal contexts. Yet, the perceptions and interpretations we hold in these interactions are often clouded by biases and misunderstandings, leading to significant social (mis)perceptions. This symposium brings together five compelling papers that explore different aspects of social (mis)perception in various contexts. The first presentation delves into the misperceptions between majority and minority group members regarding reactions to societal inequity, highlighting the tendency of individuals to misinterpret the emotions and attitudes of outgroups. The second presentation examines how people often overestimate the level of awkwardness in anticipated social situations; this miscalibration can lead to altered behaviors and missed opportunities. The third presentation draws from NYT's "Questions to Fall In Love" in a work setting to investigate the outcomes of such deep, personal conversations among coworkers. The fourth presentation addresses the consequences of backhanded compliments, a common yet poorly understood occurrence in social interactions. The final presentation explores how individuals revise their beliefs about conversations after they occur, particularly correcting their underestimation of positive aspects and overestimation of negative aspects. Together, these papers not only expand our understanding of social (mis)perceptions but also provide critical theoretical and practical insight. The findings and discussions underscore the importance of recognizing and addressing these perceptual disparities, therefore improving communication and enhancing interpersonal and intergroup relations. How Angry Are You About Societal Inequity? People Underestimate Minority Groups' and Overestimate... Author: Naomi Fa-Kaji; U. of Virginia Author: N. Derek Brown; Columbia Business School Author: Aastha Mittal; Columbia Business School Expecting the Worst: How We Miscalculate Social Awkwardness Author: Elizabeth Nguyen Trinh; U. of Michigan, Ross School of Business Author: Nadav Klein; INSEAD When Compliments Become Comparisons: The Psychology of Backhanded Compliments Author: Ovul Sezer; Cornell U. Author: Emily Prinsloo; Harvard Business School Author: Michael Norton; Harvard U. Author: Alison Wood Brooks; Harvard U. Nothing Personal? Exploring the Impact of Self-Disclosure in Leader-Member Relationships Author: Kendall Smith; London Business School Author: Daniel M Cable; London Business School Failing to Generalize Keeps People Overly Pessimistic About Talking to Strangers Author: Stav Atir; U. of Wisconsin-Madison Author: Nick Epley; U. of Chicago Booth School of business [ABSTRACT FROM AUTHOR]