# Perspective-Taking and Reactions Toward Poor Performers in Groups: A Scoping Review and Discussion

## TL;DR

This review explores how understanding others' perspectives and attributing causes to poor performance affects group reactions to underperforming members.

## Contribution

The paper integrates perspective-taking and attribution theories to explain group reactions to poor performers, highlighting a novel synthesis of these concepts.

## Key findings

- Perspective-taking alone does not fully explain reactions to poor performers in groups.
- Attributions about the cause of poor performance and pro-group intent are critical in shaping group responses.

## Abstract

Perspective-taking, the ability to adopt another person’s viewpoint, has been found to enhance group performance by fostering cooperation and coordination. However, if members threaten the attainment of group goals (i.e., poor performers), the intensity of perspective-taking is not sufficient to explain group members’ reactions to the poor performer (e.g., willingness to punish), since the findings are not unequivocally positive. It is key to consider the inferences resulting from perspective-taking efforts (attributions). These inferences, as attributions of the cause of the poor performance and the pro-group intent, are key determinants of group responses to poor performers. The goal of this scoping review is to examine the role of perspective-taking and attributions of the cause of poor performance in reactions toward poor performers in groups. Following the PRISMA guidelines for scoping reviews, we performed a literature search in three databases (APA PsycInfo, PubPsych, and Web of Science) that yielded ten articles that matched our eligibility criteria. A narrative synthesis was employed to summarize the main findings across the included literature. This review highlights the need for integrating views on perspective-taking and attribution processes in group contexts to better understand how groups can effectively navigate challenges posed by diverging performance.