Blog: Psychology

Debunking lies actually reinforces them

The Bush administration has been remarkably successful at spreading false information simply by repeating it over and over. And according to a few recent psychological studies reported in the Washington Post, even if the false information is being labeled false on a flyer or being debunked by a public official, just repeating the statement to rebut it can actually reinforce it in people's minds.

In a nation built on free speech, and where civil libertarians are fond of saying that "the solution to bad speech is more speech," these findings illuminate the difficulty of fighting misinformation. Appropriately, two days ago the Yale Law Journal ran a set of online articles discussing ways to fight Internet harassment such as the defamatory material on AutoAdmit.com that roiled the law school community last year.

Most of the Yale Law Journal articles suggest regulation such as imposing notice-and-takedown rules on search engines, but none of the proposed solutions would really fix the problem, and James Grimmelmann argues against censoring search engines, effectively and rightly in my opinion. The Post article suggests a few better ways to argue without repeating the false information, like "Bin Laden was responsible for 9/11" rather than "Saddam Hussein did not attack us, Bin Laden did", but acknowledges that such transformations may not be possible.

In both cases, we're still stuck with the problem that it's easier to anonymously defame someone than for the victim to clear his or her name, and it's easier to mislead the American public than to stand up for the truth.

posted on Sep 10, 2007 2:25 pm (comment)

Ultimatum Game

Getting deeper into The Wisdom of Crowds... Surowiecki discusses the "Ultimatum Game" where two people are placed in a room and one, randomly assigned to be player A, is given ten $1 bills and must split them in some proportion (equal, unequal, whatever) with player B. Player B then gets to choose to accept the deal, in which case each of them keep their amount of money, or reject the deal, in which case neither gets any money.

The economic game theory ideal, the perfectly rational actor, would as player A choose to give $1 to B and keep $9. B would then have to choose between keeping $1 and getting nothing, and therefore take the deal. (There's a classic game theory problem often assigned in economics classes involving five pirates).

In real life, most player B's will reject offers of $1 or $3 even though it is not in their rational best interest to do so, because they perceive it as unfair. And most player A's, even without knowing the player B, will offer a fifty-fifty split.

I already knew that stuff. What I didn't know, and is fascinating, is that this only holds when the roles of A and B are randomly selected. If the players are told that A performed better on a test, then the player A's offer less money and the B's overwhelmingly accept their offers. If people have any reason, even an irrelevant one, to believe that one person is "better" than the other, their insistence on fairness goes out the window.

posted on Nov 15, 2004 10:02 pm (comment)

Brainstormy

Brainstorming is common in business. And for those not directly familiar with business, that completely unrepresentative stand-in, The Apprentice, has plenty. For the last three weeks the contestants have had to come up with ideas, first for a toy, then an ice cream flavor, and finally for a marketing campaign. And each time we've seen them start with a group brainstorm.

But recent research suggests they'd be much better off with another strategy, like having each group member think of an idea on their own before sharing it with a group. This article in Inc. Magazine discusses some such research. Likewise, James Surowiecki's book The Wisdom of Crowds, which talks about the reason hundreds of people can reach a surprisingly accurate result when their guesses at jellybeans in a jar or the weight of a cow are averaged, and why investors do better at predicting the outcome of presidential elections than pollsters, concludes that a large number of individuals acting independently generate the best results, while when each person's decision is based on information from others, they are much more likely to get trapped into a poor decision by a few individuals.

The Wisdom of Crowds is the kind of book I thought The Tipping Point was going to be - a simple idea that I already agreed with, expanded into a book while adding some useful examples but really much more filler than new substance. So far, anyway - I'm not quite done reading it. I had expected The Tipping Point to be a similarly air-filled expansion of the idea that systems can turn on small changes, but instead Gladwell busted out this whole rich and interesting theory of social networks. Too bad The Wisdom of Crowds, which uses the same cover font and color scheme as The Tipping Point to sell itself as a spiritual successor, doesn't measure up.

posted on Sep 27, 2004 8:01 am (comment)

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