Designers often rely on their self-evaluations – either independently or using design tools – to make concept selection decisions. When evaluating designs for sustainability, novice designers, given their lack of experience, could demonstrate psychological distance from sustainability-related issues, leading to faulty concept evaluations. We aim to investigate the accuracy of novice designers’ self-evaluations of the sustainability of their solutions and the moderating role of their (1) trait empathy and (2) their beliefs, attitudes and intentions toward sustainability on this accuracy. We conducted an experiment with first-year engineering students comprising a sustainable design activity. In the activity, participants evaluated the sustainability of their own designs, and these self-evaluations were compared against expert evaluations. We see that participants’ self-evaluations were consistent with the expert evaluations on the following sustainable design heuristics: (1) longevity and (2) finding wholesome alternatives. Second, trait empathy moderated the accuracy of self-evaluations, with lower levels of fantasy and perspective-taking relating to more accurate self-evaluations. Finally, beliefs, attitudes and intentions toward sustainability also moderated the accuracy of self-evaluations, and these effects vary based on the sustainable design heuristic. Taken together, these findings suggest that novice designers’ individual differences (e.g., trait empathy) could moderate the accuracy of the evaluation of their designs in the context of sustainability.

While unethical acts are common in the business world, we know little about how employees react when they observe coworkers caught engaging in unethical behavior. This is both theoretically and practically relevant, given that many supervisors take unethical behavior in the workplace very seriously. Drawing on appraisal theory, we argue that observing a coworker caught engaging in unethical behavior elicits feelings of schadenfreude. Then, this positive feeling spills over to a separate task and enhances performance. Finally, we suggest that trait empathy can weaken this effect because individuals with high trait empathy are more likely to understand the motivations of the person caught. Across two studies, our results showed that perpetrators getting caught increased schadenfreude among observers, which then increased their subsequent task performance. However, trait empathy did not significantly affect these results. Our work contributes to the literature on unethical behavior and emotions in the workplace.