Perspective‐Taking as a Strategy for Improving Intergroup Relations: Evidence, Mechanisms, and Qualifications

Abstract In this article, we review empirical research investigating the efficacy of perspective‐taking – the active consideration of others' mental states and subjective experiences – as a strategy for navigating intergroup environments. We begin by describing some of the benefits accrued from perspective‐taking: more favorable implicit and explicit intergroup evaluations, stronger approach‐oriented action tendencies and positive non‐verbal behaviors, increased intergroup helping, reduced reliance on stereotype‐maintaining mental processes, and heightened recognition of intergroup disparities. We then discuss several of the processes through which perspective‐taking operates, focusing specifically on two affective (i.e., parallel and reactive empathy) and two cognitive (i.e., shifts in attributional thinking and self‐outgroup merging) mechanisms. We also note several moderating factors based on perceiver characteristics, target characteristics, and features of the surrounding context that qualify the effects of perspective‐taking. Finally, we conclude by suggesting potential directions for future research on intergroup perspective‐taking.