From Harvard's Improbable Research:
ECONOMICS PRIZE [CANADA, CHINA, SINGAPORE, USA] — Lindie Hanyu Liang, Douglas Brown, Huiwen Lian, Samuel Hanig, D. Lance Ferris, and Lisa Keeping, for investigating whether it is effective for employees to use Voodoo dolls to retaliate against abusive bosses.This potentially dangerous research was deliberately omitted from our coverage two weeks ago:
REFERENCE: "Righting a Wrong: Retaliation on a Voodoo Doll Symbolizing an Abusive Supervisor Restores Justice," Lindie Hanyu Liang, Douglas J. Brown, Huiwen Lian, Samuel Hanig, D. Lance Ferris, and Lisa M. Keeping, The Leadership Quarterly, February 2018.
WHO ATTENDED THE CEREMONY: Hanyu Liang, Douglas J. Brown, Huiwen Lian, D. Lance Ferris, and Lisa M. Keeping
Well, Another Year's Ig Nobel Prize Awards Are In The Can and the Winners Are...
However, upon deep reflection, and after much argument, we've decided the pure quest for knowledge outweighs the risks to bosses everywhere.
Righting a wrong: Retaliation on a voodoo doll symbolizing an abusive supervisor restores justice
When a subordinate is subjected to abusive supervision such as public ridicule, yelling, scapegoating, or other forms of supervisor mistreatment, a natural response for the subordinate is to directly retaliate against the abusive supervisor (Bies & Tripp, 1996). Indeed, a growing body of studies (e.g., Lian, Brown, Ferris, Liang, Keeping, & Morrison, 2014; Mitchell & Ambrose, 2007) and meta-analyses (Mackey, Frieder, Brees, & Martinko, 2017; Schyns & Schilling, 2013) suggests that a relationship exists between abusive supervision and subsequent subordinate retaliation.Unfortunately, retaliation—or actions “in response to some perceived harm or wrongdoing by another party that is intended to inflict damage” (Aquino, Tripp, & Bies, 2001, p. 53)—would seem to have destructive consequences for all parties involved. For instance, retaliation is detrimental to supervisor-subordinate relationships, such that it can escalate conflict, resulting in further acts of supervisory abuse (Aquino et al., 2001; Pruitt & Rubin, 1986; Tepper et al., 2009). Moreover, retaliation can result in expensive lawsuits (Perry, 2000) as well as undermine employee job performance (Robinson & Greenberg, 1998). Given these negative effects, various researchers have argued that retaliation should be avoided (e.g., Folger & Baron, 1996; Lian, Brown, et al., 2014).
Yet, despite these negative consequences, retaliation appears to be relatively common. For example, surveys have shown that 76% of employees reported engaging in aggression towards their supervisor over the past year (Greenberg & Barling, 1999), and that employees aggress towards their supervisor as much as they do towards other coworkers, perhaps more so (Baron, Neuman, & Geddes, 1999)...