Belief perseverance is the tendency to adhere to a belief despite receiving information that contradicts or disconfirms it. Numerous studies have demonstrated the phenomenon [Baumeister 2007]. It's real. Puzzling, but real. It's especially puzzling when we encounter it in knowledge workers, who tend to be skilled critical thinkers.
Still, with regard to beliefs about oneself — one's own talents, strengths, and positive attributes — we might expect a certain lack of objectivity. We might expect that same lack of objectivity with respect to to beliefs about specific people, especially those about whom we have strong opinions, favorable or not. But for beliefs about the subject matter of knowledge work, we expect more clarity of thought.
We might expect more, but we would be disappointed from time to time. To understand why, let's explore just one mechanism that can lead to belief perseverance.
Our culture values consistency. People want to see themselves, and want to be seen, as consistent. Changing one's views is something we want to believe we do sparingly, and only with good cause, in part, because we want to be seen as credible. Perhaps unjustifiably, we regard people who change their views easily or frequently as easily influenced, indecisive, impulsive, unfocused, or less than credible. When we receive information that threatens the validity of beliefs we've expressed publicly, we devote our energies to defending those beliefs, because our personal brand is at stake.
This line of reasoning suggests several tactics for influencing others. I regard the examples below as manipulative and unethical. I offer them only to enable readers to recognize them when others use them.
- Preventing change
- If you anticipate a change you want to prevent, arrange to have people make public statements in support of beliefs that make that anticipated change seem unwise. This tactic is most effective if people don't yet know about the change you anticipate.
- Suppressing contrary evidence
- Suppressing Changing one's views is
something we want to
believe we do sparingly,
and only with good causeevidence that supports a change you anticipate, but which you want to prevent, can be ineffective unless you first arrange to have people express positions opposing the change. Then, when the evidence comes to light, they'll be motivated to reject it.
- Using belief packages
- To bind someone to a belief B1, arrange to have him or her express how belief B2, to which they are already committed, implies B1. After they express belief in the connection between B1 and B2, B1 becomes part of a package with B2, and the individual becomes committed to the package.
Although public statements of belief do tend to bind people to that belief, so does silence, because failing to object to another's expression of belief can seem to be agreement. If you cannot arrange for people to publically express their own views, having them silently listen, without objection, to someone else expressing their own views might be just as effective in triggering belief perseverance. Top Next Issue
Is your organization embroiled in Change? Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to survive, how to plan and how to execute change efforts to inspire real, passionate support. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenNniRzZYvQMnlvcrener@ChacqwTaciXoyrTKSfOxoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- The Attributes of Political Opportunity: The Finer Points
- Opportunities come along even in tough times. But in tough times like these, it's especially important
to sniff out true opportunities and avoid high-risk adventures. Here are some of the finer points to
assist you in your detective work.
- Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something
they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can
be especially ruthless.
- Why We Don't Care Anymore
- As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might
help you appreciate your job.
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
- Meets Expectations
- Many performance management systems include ratings such as "meets expectations," "exceeds
expectations," and "needs improvement." Many find the "meets" rating demoralizing.
Forthcoming issues of Point Lookout
- Coming March 21: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on March 21.
- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZOyidLgBbqJmBYnSner@ChachnXRTadQHMJdXzmtoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.