Dr. rer. nat. Ulrich Klocke

Profil

Zusammenfassung

Dr. Ulrich Klocke erforscht Gruppenentscheidungen, Teamdynamiken und Fragen der sozialen Vielfalt in Schulen und Organisationen. Seine Expertise umfasst empirische Methoden zur Analyse von Gruppenverhalten, Einstellungsänderungen und praktische Interventionen zur Verbesserung von Entscheidungsprozessen sowie zur Förderung von Akzeptanz und Inklusion. Seine Arbeiten verbinden Grundlagenforschung mit anwendungsorientierter Beratung für Schulen und Organisationen.

Skills

Name

Dr. rer. nat. Ulrich Klocke

Titel

Dr. rer. nat.

Fakultät

Lebenswissenschaftliche Fakultät

Institut

Institut für Psychologie

Arbeitsgruppe

Sozial- und Organisationspsychologie

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HU-FIS-Profil

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Zuletzt gescrapt

29.6.2026, 01:08:58

• Bestandsaufnahme von Maßnahmen gegen Queerfeindlichkeit in Deutschland und von Forschung zu ihren Wirkungen

  Quelle ↗

  Förderer: Bundesministerium für Forschung, Technologie und Raumfahrt Zeitraum: 05/2024 - 12/2026 Projektleitung: Dr. rer. nat. Ulrich Klocke

• Dissens bei Gruppenentscheidungen: Die gegenteiligen Effekte von Sympathie

  Quelle ↗

  Zeitraum: 01/2005 - 06/2010 Projektleitung: Dr. rer. nat. Ulrich Klocke

• Dissens und Sympathie bei Gruppenentscheidungen: Ein Experiment mit echten Teams

  Quelle ↗

  Zeitraum: 11/2007 - 10/2008 Projektleitung: Dr. rer. nat. Ulrich Klocke

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• The cost of interrupted work

  2008

  625 Zitationen · DOI

  We performed an empirical study to investigate whether the context of interruptions makes a difference. We found that context does not make a difference but surprisingly, people completed interrupted tasks in less time with no difference in quality. Our data suggests that people compensate for interruptions by working faster, but this comes at a price: experiencing more stress, higher frustration, time pressure and effort. Individual differences exist in the management of interruptions: personality measures of openness to experience and need for personal structure predict disruption costs of interruptions. We discuss implications for how system design can support interrupted work.

• Intergroup Contact and Social Change

  2016

  Personality and Social Psychology Bulletin · 225 Zitationen · DOI

  Previous research has shown that (a) positive intergroup contact with an advantaged group can discourage collective action among disadvantaged-group members and (b) positive intergroup contact can encourage advantaged-group members to take action on behalf of disadvantaged outgroups. Two studies investigated the effects of negative as well as positive intergroup contact. Study 1 ( n = 482) found that negative but not positive contact with heterosexual people was associated with sexual-minority students' engagement in collective action (via group identification and perceived discrimination). Among heterosexual students, positive and negative contacts were associated with, respectively, more and less LGB (lesbian, gay, bisexual) activism. Study 2 ( N = 1,469) found that only negative contact (via perceived discrimination) predicted LGBT (lesbian, gay, bisexual, and transgender) students' collective action intentions longitudinally while only positive contact predicted heterosexual/cisgender students' LGBT activism. Implications for the relationship between intergroup contact, collective action, and social change are discussed.

• How to Improve Decision Making in Small Groups

  2007

  Small Group Research · 46 Zitationen · DOI

  Decision-making groups are often biased in favor of shared information (sharedness bias) and in favor of its members' initial preferences (preference bias). The present experiment aimed at analyzing both biases at the group level (communication of information and preferences) and at the individual level (evaluation of information) simultaneously. Two interventions were evaluated, each focusing on one of the two biases and illustrating it with a group exercise. The interventions enhanced the amount of discussed information and reduced the preference bias but had no effects on decision quality. Dissent (diversity in members' initial preferences) enhanced the preference bias in information exchange but reduced both biases in information evaluation and improved decision quality when no intervention was applied. Decision quality correlated with individual-level processes but not with group-level processes.

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