Cognitive biases are psychological phenomena that distort our perceptions, memory, or judgment. When success depends on accurate perception, evaluation, or recollection of what's around us, distortions can lead to erroneous results that range from harmless to catastrophic.
The Halo Effect (or Halo Error) was first identified in 1920 by Edward Thorndike, who was studying how military officers evaluated their subordinates. [Thorndike 1920] He found that high ratings in one attribute tended to be correlated with high ratings in other seemingly unrelated attributes. But the effect is universal, extending beyond military performance evaluation. In modern experiments, for example, researchers have demonstrated that people tend to judge physically attractive people as possessing more socially desirable personality traits than do less physically attractive people. Thus, physical traits bias our assessment of personality traits.
In the context of performance reviews, researchers have demonstrated that when evaluators perceive in subordinates attributes that they regard as negative, those evaluators tend to assess more negatively the unrelated attributes of those subordinates. This effect is known as the Horn Effect.
The Halo Effect is pervasive. Here are three examples of how it can affect organizational decision making.
- Status affects persuasiveness
- Assessments of the validity of someone's assertions can be affected by our perception of her or his status. For instance, when supervisors attend meetings of their subordinates, their statements tend to have greater weight than they deserve. And when pariahs speak, listeners are more likely to discount what is said than when superstars deliver essentially the same message.
- The effects of status are wide-ranging. For instance, someone mentored by a high-status individual can acquire some of the elevated status of the mentor. See "Dispersed Teams and Latent Communications," Point Lookout for September 3, 2003, for more.
- Falsifying an argument falsifies the assertion
- When we assess the truth of an assertion, we examine the argument that justifies it. In the course of that examination, if we find a flaw in the argument, we sometimes conclude that the assertion is false. The assertion might indeed be false, but finding a flaw in a supposed proof of the assertion doesn't prove that the assertion is false.
- This error is a rhetorical fallacy known as argumentum ad logicam, the fallacy fallacy, or the fallacist's fallacy. It's a manifestation of the halo effect in the realm of logic.
- Hat hanging
- Hat hanging is a phenomenon identified by Virginia Satir, a pioneer family therapist. When pariahs speak, listeners are
more likely to discount what is
said than when superstars deliver
essentially the same messageThe name evokes the idea that we hang the hat of someone from our past on someone in our present. For example, life can be difficult for someone whose appearance matches the appearance of a film actor who often plays villains. It's a manifestation of the halo effect in the realm of personal identification. - Hat hanging can occur in supervisor-subordinate pairs when age differences approximate parent-child age differences. See "You Remind Me of Helen Hunt," Point Lookout for June 6, 2001, for more.
Recognizing the Halo Effect in oneself is difficult. Practice by recognizing it in others. Top Next Issue
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Related articles
More articles on Critical Thinking at Work:
- Wacky Words of Wisdom
- Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules.
We do tend to over-generalize them, though, and when we do, trouble follows. Here are a few of the more
dangerous ones.
- Bullet Point Madness: I
- Decision makers in modern organizations commonly demand briefings in the form of bullet points or a
series of series of bullet points. But this form of presentation has limited value for complex decisions.
We need something more. We actually need to think.
- Disjoint Concept Vocabularies
- In disputes or in problem-solving sessions, when we can't come to agreement, we often attribute the
difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes."
Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties have too little
in common.
- The Self-Explanation Effect
- In the learning context, self-explanation is the act of explaining to oneself what one is learning.
Self-explanation has been shown to increase the rate of acquiring mastery. The mystery is why we don't
structure knowledge work to exploit this phenomenon.
- Mental Accounting and Technical Debt
- In many organizations, technical debt has resisted efforts to control it. We've made important technical
advances, but full control might require applying some results of the behavioral economics community,
including a concept they call mental accounting.
See also Critical Thinking at Work and Rhetorical Fallacies for more related articles.
Forthcoming issues of Point Lookout
- Coming April 3: Recapping Factioned Meetings
- A factioned meeting is one in which participants identify more closely with their factions, rather than with the meeting as a whole. Agreements reached in such meetings are at risk of instability as participants maneuver for advantage after the meeting. Available here and by RSS on April 3.
- And on April 10: Managing Dunning-Kruger Risk
- A cognitive bias called the Dunning-Kruger Effect can create risk for organizational missions that require expertise beyond the range of knowledge and experience of decision-makers. They might misjudge the organization's capacity to execute the mission successfully. They might even be unaware of the risk of so misjudging. Available here and by RSS on April 10.
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