Four studies examined how people combine social concepts that have conflicting implications (e.g., Harvard‐educated and carpenter). Several kinds of evidence indicated that such combinations are guided by causal reasoning that draws upon both causal relations contained within the constituent concepts and on broader world knowledge. Open‐ended descriptions of members of combinations contained explicit causal descriptors, as well as emergent attributes not used to describe members of constituents. Ratings of the likelihood that combination members possessed various attributes were not fully predicted (...) by comparable ratings of constituents. Causal reasoning appeared to be most pervasive for combinations viewed as more surprising, suggesting that surprise may have triggered the generation of causal accounts. (shrink)

Situational irony concerns what it is about a situation that causes people to describe it as ironic. Although situational irony is as complex and commonplace as verbal and literary irony, it has received nowhere near the same attention from cognitive scientists and other scholars. This paper presents the bicoherence theory of situational irony, based on the theory of conceptual coherence (Kunda & Thagard, 1996; Thagard & Verbeurgt, 1998). On this theory, a situation counts as ironic when it is conceived (...) as having a bicoherent conceptual structure, adequate cognitive salience, and evokes an appropriate configuration of emotions. The theory is applied to a corpus of 250 examples of situational ironies gathered automatically from electronic news sources. A useful taxonomy of situational ironies is produced, new predictions and insights into situational irony are discussed, and extensions of the theory to other forms of irony are examined. (shrink)

The topic of spirituality is gaining an increasing visibility in organizational studies. It is the authors contention that every theory of organization has explicit or implicit views of spirituality in the workplace. To analyze the presence of spiritual ideologies in management theories, they depart from Barley and Kunda's Administrative Science Quarterly article and analyze management theories as spirituality theories with regard to representations of people and the organization. From this analysis, we extract two major dimensions of people (as dependent (...) or independent workers) and the organization (as spiritually informed or spiritually uninformed) that, in combination, result in a typology that advances four organizational types of spirituality: the soulful organization, the holistic organization, the ascetic organization, and the professional organization. The expression of spirituality in each of these forms is discussed with the aim of contributing to a critically informed analysis of organizational spirituality. (shrink)