4.
In chapter 2, when I was discussing what made someone like Mark Alpert so important in word of mouth epidemics, I talked about two seemingly counterintuitive aspects of persuasion. One was the study that showed how people who watched Peter Jennings on ABC were more likely to vote Republican than people who watched either Tom Brokaw or Dan Rather because, in some unconscious way, Jennings was able to signal his affection for Republican candidates. The second study showed how people who were charismatic could—without saying anything and with the briefest of exposures—infect others with their emotions. The implications of those two studies go to the heart of the Law of the Few, because they suggest that what we think of as inner states—preferences and emotions—are actually powerfully and imperceptibly influenced by seemingly inconsequential personal influences, by a newscaster we watch for a few minutes a day or by someone we sit next to, in silence, in a two minute experiment. The essence of the Power of Context is that the same thing is true for certain kinds of environments—that in ways that we don’t necessarily appreciate, our inner states are the result of our outer circumstances. The field of psychology is rich with experiments that demonstrate this fact. Let me give you just a few examples.
In the early 1970s, a group of social scientists at Stanford University, led by Philip Zimbardo, decided to create a mock prison in the basement of the university’s psychology building. They took a thirty five foot section of corridor and created a cell block with a prefabricated wall. Three small, six by nine foot cells were created from laboratory rooms and given steel barred, black painted doors. A closet was turned into a solitary confinement cell. The group then advertised in the local papers for volunteers, men who would agree to participate in the experiment. Seventy five people applied, and from those Zimbardo and his colleagues picked the 21 who appeared the most normal and healthy on psychological tests. Half of the group were chosen, at random, to be guards, and were given uniforms and dark glasses and told that their responsibility was to keep order in the prison. The other half were told that they were to be prisoners. Zimbardo got the Palo Alto Police Department to “arrest” the prisoners in their homes, cuff them, bring them to the station house, charge them with a fictitious crime, fingerprint them, then blindfold them and bring them to the prison in the Psychology Department basement. Then they were stripped and given a prison uniform to wear, with a number on the front and back that was to serve as their only means of identification for the duration of their incarceration.
The purpose of the experiment was to try to find out why prisons are such nasty places. Was it because prisons are full of nasty people, or was it because prisons are such nasty environments that they make people nasty? In the answer to that question is obviously the answer to the question posed by Bernie Goetz and the subway cleanup, which is how much influence does immediate environment have on the way people behave? What Zimbardo found out shocked him. The guards, some of whom had previously identified themselves as pacifists, fell quickly into the role of hard bitten disciplinarians. The first night they woke up the prisoners at two in the morning and made them do pushups, line up against the wall, and perform other arbitrary tasks. On the morning of the second day, the prisoners rebelled. They ripped off their numbers and barricaded themselves in their cells. The guards responded by stripping them, spraying them with fire extinguishers, and throwing the leader of the rebellion into solitary confinement. “There were times when we were pretty abusive, getting right in their faces and yelling at them,” one guard remembers. “It was part of the whole atmosphere of terror.” As the experiment progressed, the guards got systematically crueler and more sadistic. “What we were unprepared for was the intensity of the change and the speed at which it happened,” Zimbardo says. The guards were making the prisoners say to one another they loved each other, and making them march down the hallway, in handcuffs, with paper bags over their heads. “It was completely the opposite from the way I conduct myself now,” another guard remembers. “I think I was positively creative in terms of my mental cruelty.” After 36 hours, one prisoner began to get hysterical, and had to be released. Four more then had to be released because of “extreme emotional depression, crying, rage, and acute anxiety.” Zimbardo had originally intended to have the experiment run for two weeks. He called it off after six days. “I realize now,” one prisoner said after the experiment was over, “that no matter how together I thought I was inside my head, my prisoner behavior was often less under my control than I realized.” Another said: “I began to feel that I was losing my identity, that the person I call ———, the person who volunteered to get me into this prison (because it was a prison to me, it still is a prison to me, I don’t regard it as an experiment or a simulation...) was distant from me, was remote, until finally I wasn’t that person. I was 416. I was really my number and 416 was really going to have to decide what to do.”
Zimbardo’s conclusion was that there are specific situations so powerful that they can overwhelm our inherent predispositions. The key word here is situation. Zimbardo isn’t talking about environment, about the major external influences on all of our lives. He’s not denying that how we are raised by our parents affects who we are, or that the kind of schools we went to, the friends we have, or the neighborhoods we live in affect our behavior. All of these things are undoubtedly important. Nor is he denying that our genes play a role in determining who we are. Most psychologists believe that nature—genetics—accounts for about half of the reason why we tend to act the way we do. His point is simply that there are certain times and places and conditions when much of that can be swept away, that there are instances where you can take normal people from good schools and happy families and good neighborhoods and powerfully affect their behavior merely by changing the immediate details of their situation.
This same argument was made, perhaps more explicitly, in the 1920s in a landmark set of experiments by two New York–based researchers, Hugh Hartshorne and M. A. May. Hartshorne and May took as their subjects about eleven thousand schoolchildren between the ages of eight and sixteen, and over the course of several months they gave them literally dozens of tests, all designed to measure honesty. The types of tests that Hartshorne and May used are quite central to their conclusion, so I’ll identify a number of them in some detail.
One set, for example, was simple aptitude tests developed by the Institute for Educational Research, a precursor to the group that now develops the SATs. In the sentence completion test, children were asked to fill in words that had been left blank. For example: “The poor little———has———nothing to———; he is hungry.” In the arithmetic test, children were given math questions like “When sugar costs 10 cents a pound, how much will five pounds cost” and asked to write their answers in the margin. The tests were given in only a fraction of the time usually needed for completion, so most children had lots of unanswered questions, and when the time was up the tests were collected and graded. The following day the students were given the same kinds of tests again, with questions that were different but of equal difficulty. This time, though, the students were given an answer key and, under minimal supervision, told to grade their own papers. Hartshorne and May, in other words, had set up a sting operation. With the answers in hand and lots of unanswered questions, the students had ample opportunity to cheat. And with the previous day’s tests in hand, Hartshorne and May could compare the first day’s answers to the second, and get a good sense of how much each student was cheating.
Another set of tests was what are called speed tests, much simpler measures of ability. Students were given 56 pairs of numbers and told to add them. Or they were shown a sequence of several hundred randomly arranged letters of the alphabet and asked to read through them and underline all the A’s. Students were allowed a minute to complete each of these tests. Then they were given another set of equivalent tests, only this time the time limit wasn’t enforced at all, allowing the students to keep on working if they wanted to.
In all, the two psychologists administered countless different tests in countless different situations. They had children undertake tests of physical ability, like chin ups or broad jumps, and secretly observed them to see whether they cheated in reporting how well they did. They gave students tests to do at home, where they had ample opportunity to use dictionaries or ask for help, and compared those results to how they did on similar tests administered at school, where cheating was impossible. In the end, their results fill three thick volumes and, along the way, challenge a lot of preconceptions of what character is.
Their first conclusion is, unsurprisingly, that lots of cheating goes on. In one case, the scores on tests where cheating was possible were 50 percent higher, on average, than the “honest” scores. When Hartshorne and May began to look for patterns in the cheating, some of their findings were equally obvious. Smart children cheat a little less than less intelligent children. Girls cheat about as much as boys. Older children cheat more than younger children, and those from stable and happy homes cheat a bit less than those from unstable and unhappy homes. If you analyze the data you can find general patterns of behavioral consistency from test to test.
But the consistency isn’t nearly as high as you might expect. There isn’t one tight little circle of cheaters and one tight little circle of honest students. Some kids cheat at home but not at school; some kids cheat at school but not at home. Whether or not a child cheated on, say, the word completion test was not an iron clad predictor of whether he or she would cheat on, say, the underlining A’s part of the speed test. If you gave the same group of kids the same test, under the same circumstances six months apart, Hartshorne and May found, the same kids would cheat in the same ways in both cases. But once you changed any of those variables—the material on the test, or the situation in which it was administered—the kinds of cheating would change as well.
What Hartshorne and May concluded, then, is that something like honesty isn’t a fundamental trait, or what they called a “unified” trait. A trait like honesty, they concluded, is considerably influenced by the situation. “Most children,” they wrote,
will deceive in certain situations and not in others. Lying, cheating, and stealing as measured by the test situations used in these studies are only very loosely related. Even cheating in the classroom is rather highly specific, for a child may cheat on an arithmetic test and not on a spelling test, etc. Whether a child will practice deceit in any given situation depends in part on his intelligence, age, home background, and the like and in part on the nature of the situation itself and his particular relation to it.
This, I realize, seems wildly counterintuitive. If I asked you to describe the personality of your best friends, you could do so easily, and you wouldn’t say things like “My friend Howard is incredibly generous, but only when I ask him for things, not when his family asks him for things,” or “My friend Alice is wonderfully honest when it comes to her personal life, but at work she can be very slippery.” You would say, instead, that your friend Howard is generous and your friend Alice is honest. All of us, when it comes to personality, naturally think in terms of absolutes: that a person is a certain way or is not a certain way. But what Zimbardo and Hartshorne and May are suggesting is that this is a mistake, that when we think only in terms of inherent traits and forget the role of situations, we’re deceiving ourselves about the real causes of human behavior.
Why do we make this mistake? It’s probably the result of the way evolution has structured our brain. For instance, anthropologists who study vervets find that these kinds of monkeys are really bad at picking up the significance of things like an antelope carcass hanging in a tree (which is a sure sign that a leopard is in the vicinity) or the presence of python tracks. Vervets have been known to waltz into a thicket, ignoring a fresh trail of python tracks, and then act stunned when they actually come across the snake itself. This doesn’t mean that vervets are stupid: they are very sophisticated when it comes to questions that have to do with other vervets. They can hear the call of a male vervet and recognize whether it comes from their own group or a neighboring group. If vervets hear a baby vervet’s cry of distress, they will look immediately not in the direction of the baby, but at its mother—they know instantly whose baby it is. A vervet, in other words, is very good at processing certain kinds of vervetish information, but not so good at processing other kinds of information.
The same is true of humans.
Consider the following brain teaser. Suppose I give you four cards labeled with the letters A and D and the numerals 3 and 6. The rule of the game is that a card with a vowel on it always has an even number on the other side. Which of the cards would you have to turn over to prove this rule to be true? The answer is two: the A card and the three card. The overwhelming majority of people given this test, though, don’t get it right. They tend to answer just the A card, or the A and the six. It’s a hard question. But now let me pose another question. Suppose four people are drinking in a bar. One is drinking Coke. One is sixteen. One is drinking beer and one is twenty five. Given the rule that no one under twenty one is allowed to drink beer, which of those people’s IDs do we have to check to make sure the law is being observed? Now the answer is easy. In fact, I’m sure that almost everyone will get it right: the beer drinker and the sixteen year old. But, as the psychologist Leda Cosmides (who dreamt up this example) points out, it is exactly the same puzzle as the A, D, 3, and 6 puzzle. The difference is that it is framed in a way that makes it about people, instead of about numbers, and as human beings we are a lot more sophisticated about each other than we are about the abstract world.
The mistake we make in thinking of character as something unified and all encompassing is very similar to a kind of blind spot in the way we process information. Psychologists call this tendency the Fundamental Attribution Error (FAE), which is a fancy way of saying that when it comes to interpreting other people’s behavior, human beings invariably make the mistake of overestimating the importance of fundamental character traits and underestimating the importance of the situation and context. We will always reach for a “dispositional” explanation for events, as opposed to a contextual explanation. In one experiment, for instance, a group of people are told to watch two sets of similarly talented basketball players, the first of whom are shooting baskets in a well lighted gym and the second of whom are shooting baskets in a badly lighted gym (and obviously missing a lot of shots). Then they are asked to judge how good the players were. The players in the well lighted gym were considered superior. In another example, a group of people are brought in for an experiment and told they are going to play a quiz game. They are paired off and they draw lots. One person gets a card that says he or she is going to be the “Contestant.” The other is told he or she is going to be the “Questioner.” The Questioner is then asked to draw up a list of ten “challenging but not impossible” questions based on areas of particular interest or expertise, so someone who is into Ukrainian folk music might come up with a series of questions based on Ukrainian folk music. The questions are posed to the Contestant, and after the quiz is over, both parties are asked to estimate the level of general knowledge of the other. Invariably, the Contestants rate the Questioners as being a lot smarter than they themselves are.
You can do these kinds of experiments a thousand different ways and the answer almost always comes out the same way. This happens even when you give people a clear and immediate environmental explanation of the behavior they are being asked to evaluate: that the gym, in the first case, has few lights on; that the Contestant is being asked to answer the most impossibly biased and rigged set of questions. In the end, this doesn’t make much difference. There is something in all of us that makes us instinctively want to explain the world around us in terms of people’s essential attributes: he’s a better basketball player, that person is smarter than I am.
We do this because, like vervets, we are a lot more attuned to personal cues than contextual cues. T
he FAE also makes the world a much simpler and more understandable place. In recent years, for example, there has been much interest in the idea that one of the most fundamental factors in explaining personality is birth order: older siblings are domineering and conservative, younger siblings more creative and rebellious. When psychologists actually try to verify this claim, however, their answers sound like the Hartshorne and May conclusions. We do reflect the influences of birth order but, as the psychologist Judith Harris points out in The Nurture Assumption, only around our families. When they are away from their families—in different contexts—older siblings are no more likely to be domineering and younger siblings no more likely to be rebellious than anyone else. The birth order myth is an example of the FAE in action. But you can see why we are so drawn to it. It is much easier to define people just in terms of their family personality. It’s a kind of shorthand. If we constantly had to qualify every assessment of those around us, how would we make sense of the world? How much harder would it be to make the thousands of decisions we are required to make about whether we like someone or love someone or trust someone or want to give someone advice? The psychologist Walter Mischel argues that the human mind has a kind of “reducing valve” that “creates and maintains the perception of continuity even in the face of perpetual observed changes in actual behavior.” He writes:
When we observe a woman who seems hostile and fiercely independent some of the time but passive, dependent and feminine on other occasions, our reducing valve usually makes us choose between the two syndromes. We decide that one pattern is in the service of the other, or that both are in the service of a third motive. She must be a really castrating lady with a fa,ade of passivity—or perhaps she is a warm, passive dependent woman with a surface defense of aggressiveness. But perhaps nature is bigger than our concepts and it is possible for the lady to be a hostile, fiercely independent, passive, dependent, feminine, aggressive, warm, castrating person all in one. Of course which of these she is at any particular moment would not be random or capricious—it would depend on who she is with, when, how, and much, much more. But each of these aspects of her self may be a quite genuine and real aspect of her total being.
The Tipping Point: How Little Things Can Make a Big Difference Page 14