Disclosing interpersonal conflicts of interest: Revealing whom we like, but not whom we dislike

Imagine your boss asks you to evaluate the work performance of a coworker whom happen like or dislike for reasons unrelated performance. This situation poses an interpersonal conflict interest because fact that could undermine professional obligation offer objective evaluation. We hypothesize people are less likely disclose conflicts involve disliking as opposed liking, they worry disclosing will make them look unsociable. Nine studies (four pre-registered) – examining hypothetical, actual, and lab-simulated workplace provide supportive evidence, cast doubt on alternative explanations based motivations maintain objectivity get away with bias. The findings demonstrate importance considering dynamics in theorizing about advice-giving interest. discuss implications detecting organizations.