foot-in-the-door-technique

Foot-in-the-Door Technique

The Foot-in-the-Door Technique is a persuasive strategy that involves making a small initial request to increase the likelihood of compliance with a larger request. It leverages the consistency principle and psychological influence to secure positive responses. However, ethical considerations and limited applicability should be taken into account when using this technique.

The Psychology Behind the Foot-in-the-Door Technique

The FITD technique relies on the cognitive principle of consistency, which suggests that individuals have a natural inclination to align their actions and behaviors with their previous commitments and actions.

This desire for consistency forms the psychological basis of the FITD technique. The process can be broken down into several key steps:

  • Small Initial Commitment: The persuader begins by making a small and reasonable request that is easy for the individual to agree to. This initial request serves as the “foot in the door” and is designed to elicit a positive response.
  • Consistency and Self-Perception: When individuals agree to the initial request, they perceive themselves as helpful and consistent with their actions. This self-perception of being a helpful and cooperative person motivates them to align with similar requests in the future.
  • Larger Follow-Up Request: After gaining compliance with the initial request, the persuader then presents the larger and more significant request that was the ultimate goal. Because of the psychological principle of consistency, individuals are more likely to agree to this larger request to maintain the perception of being consistent with their previous actions.

Practical Applications of the Foot-in-the-Door Technique

The FITD technique has found extensive use in various real-world scenarios and fields:

  • Marketing and Sales: Marketers and sales professionals often employ FITD to influence consumers to make larger purchases. For example, a retailer may first ask customers to sign up for a free newsletter (small request) and later request them to make a purchase (larger request).
  • Charitable Donations: Nonprofit organizations utilize FITD to increase donations. They might initially ask for a small donation or participation in a minor event and later request a more substantial contribution.
  • Social Activism: Activist groups use FITD to engage individuals in their causes. They may begin by asking people to sign a petition (small request) and subsequently ask for their support in larger initiatives or volunteering.
  • Compliance and Behavior Change: In healthcare, FITD can encourage patients to adopt healthier behaviors. Healthcare providers may start with small behavioral changes and gradually lead patients toward more significant lifestyle modifications.
  • Research Studies: Psychologists and social scientists employ FITD in controlled experiments to investigate the psychology of compliance and persuasion.

Ethical Considerations and Criticisms

While the FITD technique can be effective, its use raises ethical concerns:

  • Deception: Some applications of FITD involve deceiving individuals about the persuader’s true intentions. This can undermine trust and raise ethical questions.
  • Manipulation: Critics argue that FITD can be manipulative, as it relies on subtly guiding individuals into agreeing to requests they might not have accepted otherwise.
  • Overuse: Overuse of the technique, especially in marketing and sales, can lead to consumer fatigue and cynicism. Individuals may become more resistant to such tactics.

Examples of the Foot-in-the-Door Technique:

  • Political Campaigns:
    • During election campaigns, political canvassers may use the foot-in-the-door technique by initially asking potential voters to display a small campaign sign in their yard. Later, they might follow up with a larger request, such as volunteering or making a campaign donation.
  • Fundraising Efforts:
    • Non-profit organizations often employ the foot-in-the-door technique in their fundraising campaigns. They might start by asking individuals to sign a petition or participate in a small volunteer activity before requesting a financial donation to support the cause.
  • Sales and Marketing:
    • Sales representatives frequently use this technique by beginning with a minor request, like scheduling a product demonstration or attending a free seminar. Afterward, they can present a larger request, such as making a purchase or committing to a long-term contract.
  • Environmental Conservation:
    • Environmental organizations may ask community members to participate in a local clean-up event as an initial, small request. Subsequently, they can seek support for larger initiatives, such as promoting sustainable practices or donating to conservation efforts.
  • Public Health Campaigns:
    • Public health campaigns may start by encouraging individuals to take a simple, health-related action, like getting a free flu shot. Later, they can request participation in more extensive health programs or screenings.
  • Charitable Donations:
    • Charities often use the foot-in-the-door technique by requesting a small, one-time donation initially. Once donors have made this commitment, they may be more receptive to larger, ongoing contributions.
  • Employee Engagement:
    • In a workplace context, organizations may employ this technique to foster employee engagement. They might begin by encouraging employees to participate in small volunteer projects or social events before asking for their involvement in larger, company-wide initiatives.
  • Customer Loyalty Programs:
    • Businesses offering customer loyalty programs may start by inviting customers to join for free and earn small rewards. Over time, they can propose premium memberships with more significant benefits for a subscription fee.

Conclusion

The Foot-in-the-Door (FITD) technique is a powerful psychological tool that leverages the human desire for consistency to persuade individuals to comply with requests. Understanding the psychology behind FITD and its practical applications can be valuable in various fields, from marketing and sales to activism and healthcare.

However, its use should be approached with ethical considerations in mind to maintain trust and respect in interpersonal interactions. Whether one is seeking to influence others or guard against unwarranted influence, knowledge of the FITD technique is essential in navigating the complex landscape of human persuasion and compliance.

Key Highlights of the Foot-in-the-Door Technique:

  • Gradual Commitment: The technique involves making a small initial request, which, when agreed to, increases the likelihood of compliance with a larger request. This principle capitalizes on the human tendency to maintain consistency in their actions and commitments.
  • Consistency Principle: People have a natural inclination to be consistent with their past behaviors and decisions. This psychological principle underlies the effectiveness of the foot-in-the-door technique.
  • Psychological Persuasion: The technique leverages individuals’ desire to perceive themselves as helpful and consistent individuals. By starting with a small request, it encourages individuals to align with this self-perception, making them more likely to comply with subsequent, larger requests.
  • Ethical Considerations: While the foot-in-the-door technique can be a powerful persuasive tool, it should be used ethically and transparently. When employed deceptively or manipulatively, it can raise ethical concerns and potentially harm trust and relationships.
  • Limited Applicability: The effectiveness of this technique can vary depending on the context and individuals involved. It may not work equally well in all situations, and overusing it can diminish its impact as people become more aware of the strategy.
FrameworkDescriptionWhen to Apply
Door-in-the-Face TechniqueDoor-in-the-Face Technique: The door-in-the-face technique is a persuasive strategy where a large request is made initially, which is likely to be refused, followed by a smaller, more reasonable request. This technique leverages the principle of reciprocity, as individuals are more likely to comply with a second, smaller request after rejecting a larger one. The contrast between the two requests makes the second one seem more reasonable and increases compliance. By understanding the door-in-the-face technique, interventions can utilize the reciprocity principle to increase the likelihood of compliance with desired behaviors or actions. Strategies such as negotiating tactics, fundraising campaigns, and social influence interventions can employ the door-in-the-face technique to enhance persuasion and achieve desired outcomes effectively.Increasing compliance and achieving desired outcomes through the door-in-the-face technique principles, in negotiation strategies, fundraising efforts, or behavior change interventions where organizations aim to influence decision-making and behavior, in implementing interventions or campaigns that use contrasting requests to increase compliance with desired actions, in adopting strategies or approaches that leverage the reciprocity principle through the door-in-the-face technique principles and practices.
Low-Ball TechniqueLow-Ball Technique: The low-ball technique is a persuasion strategy where an initial commitment or agreement is obtained at a low cost or commitment level, followed by the subsequent increase of the cost or requirements. This technique leverages the principle of commitment and consistency, as individuals are more likely to comply with a request once they have already committed to an initial action. The escalation of demands after the initial commitment makes it psychologically difficult for individuals to back out, leading to increased compliance. By understanding the low-ball technique, interventions can capitalize on the desire for consistency to influence behavior and decisions effectively. Strategies such as sales tactics, recruitment strategies, and compliance techniques can employ the low-ball technique to enhance persuasion and achieve desired outcomes efficiently.Influencing behavior and decisions effectively through the low-ball technique principles, in sales pitches, recruitment processes, or compliance strategies where organizations aim to secure commitments and increase compliance, in implementing interventions or campaigns that use gradual escalation of demands to capitalize on the principle of commitment, in adopting strategies or approaches that leverage consistency and reduce resistance through the low-ball technique principles and practices.
Foot-in-the-Mouth TechniqueFoot-in-the-Mouth Technique: The foot-in-the-mouth technique is a persuasion strategy where individuals are initially asked to respond to a small, innocuous question or request, which they are likely to agree to. Once they have complied, a larger request or favor is presented, leveraging the principle of commitment and consistency. The initial agreement increases the likelihood of compliance with the subsequent, larger request, as individuals strive to maintain consistency with their initial commitment. By understanding the foot-in-the-mouth technique, interventions can capitalize on the desire for consistency to influence behavior and decisions effectively. Strategies such as sales tactics, social influence techniques, and negotiation strategies can employ the foot-in-the-mouth technique to enhance persuasion and achieve desired outcomes efficiently.Capitalizing on the desire for consistency to influence behavior and decisions through the foot-in-the-mouth technique principles, in sales pitches, social influence campaigns, or negotiation tactics where organizations aim to secure commitments and increase compliance, in implementing interventions or campaigns that use gradual escalation of requests to leverage the principle of commitment, in adopting strategies or approaches that promote consistency and reduce resistance through the foot-in-the-mouth technique principles and practices.
Bait and Switch TechniqueBait and Switch Technique: The bait and switch technique is a persuasion strategy where individuals are initially attracted or enticed by an offer or opportunity, only to be presented with a different, less desirable option once they are committed or invested. This technique leverages the principle of commitment and the sunk cost fallacy, as individuals may feel compelled to go through with the less desirable option to justify their initial investment. The initial bait serves to attract attention and generate interest, while the subsequent switch capitalizes on the psychological tendency to honor commitments and justify past investments. By understanding the bait and switch technique, interventions can manipulate perceptions of value and influence decision-making effectively. Strategies such as marketing tactics, sales promotions, and persuasive messaging can employ the bait and switch technique to enhance persuasion and achieve desired outcomes efficiently.Manipulating perceptions of value and influencing decision-making effectively through the bait and switch technique principles, in marketing campaigns, sales promotions, or persuasive messaging where organizations aim to attract attention and generate interest, in implementing interventions or campaigns that use initial bait to lure individuals in and capitalize on the sunk cost fallacy, in adopting strategies or approaches that leverage commitment and justify past investments through the bait and switch technique principles and practices.
Fast Ball TechniqueFast Ball Technique: The fast ball technique is a persuasion strategy where individuals are presented with a request or opportunity that requires an immediate decision or response. This technique leverages the principle of scarcity and urgency, as individuals may feel compelled to act quickly to avoid missing out on the opportunity. The time pressure and sense of urgency increase the likelihood of compliance with the request or commitment. By understanding the fast ball technique, interventions can create a sense of urgency and scarcity to influence behavior and decisions effectively. Strategies such as sales tactics, limited-time offers, and urgent appeals can employ the fast ball technique to enhance persuasion and achieve desired outcomes efficiently.Creating a sense of urgency and scarcity to influence behavior and decisions through the fast ball technique principles, in sales pitches, marketing campaigns, or fundraising efforts where organizations aim to prompt immediate action, in implementing interventions or campaigns that use limited-time offers or urgent appeals to capitalize on the principle of scarcity, in adopting strategies or approaches that leverage time pressure and urgency through the fast ball technique principles and practices.
Foot-in-the-Door SellingFoot-in-the-Door Selling: Foot-in-the-door selling is a sales technique where individuals are initially asked to agree to a small request or purchase, which they are likely to agree to. Once they have complied, additional, larger requests or purchases are presented, leveraging the principle of commitment and consistency. The initial agreement increases the likelihood of compliance with subsequent requests, as individuals strive to maintain consistency with their initial commitment. By understanding foot-in-the-door selling, interventions can capitalize on the desire for consistency to influence purchasing behavior effectively. Strategies such as sales tactics, upselling techniques, and customer relationship management can employ foot-in-the-door selling to enhance persuasion and achieve desired sales outcomes efficiently.Influencing purchasing behavior effectively through foot-in-the-door selling principles, in sales pitches, upselling strategies, or customer relationship management where organizations aim to increase sales and customer loyalty, in implementing interventions or campaigns that use gradual escalation of requests to leverage the principle of commitment, in adopting strategies or approaches that promote consistency and reduce resistance through foot-in-the-door selling principles and practices.
Foot-in-the-Door RecruitmentFoot-in-the-Door Recruitment: Foot-in-the-door recruitment is a recruitment strategy where individuals are initially asked to agree to a small, non-threatening request or action, such as signing up for a newsletter or attending an informational session. Once they have complied, additional, larger requests or commitments are presented, leveraging the principle of commitment and consistency. The initial agreement increases the likelihood of compliance with subsequent requests, as individuals strive to maintain consistency with their initial commitment. By understanding foot-in-the-door recruitment, interventions can capitalize on the desire for consistency to influence recruitment and engagement effectively. Strategies such as volunteer recruitment, membership drives, and student enrollment campaigns can employ foot-in-the-door recruitment to enhance persuasion and achieve desired recruitment outcomes efficiently.Influencing recruitment and engagement effectively through foot-in-the-door recruitment principles, in volunteer recruitment drives, membership campaigns, or student enrollment efforts where organizations aim to increase participation and engagement, in implementing interventions or campaigns that use gradual escalation of requests to leverage the principle of commitment, in adopting strategies or approaches that promote consistency and reduce resistance through foot-in-the-door recruitment principles and practices.
Foot-in-the-Door MarketingFoot-in-the-Door Marketing: Foot-in-the-door marketing is a marketing strategy where individuals are initially asked to engage in a small, low-commitment action or interaction, such as signing up for a free trial or downloading a free resource. Once they have complied, additional, larger requests or purchases are presented, leveraging the principle of commitment and consistency. The initial engagement increases the likelihood of compliance with subsequent requests, as individuals strive to maintain consistency with their initial commitment. By understanding foot-in-the-door marketing, interventions can capitalize on the desire for consistency to influence consumer behavior effectively. Strategies such as email marketing campaigns, freemium models, and loyalty programs can employ foot-in-the-door marketing to enhance persuasion and achieve desired marketing outcomes efficiently.Influencing consumer behavior effectively through foot-in-the-door marketing principles, in email marketing campaigns, freemium models, or customer loyalty initiatives where organizations aim to increase conversions and customer retention, in implementing interventions or campaigns that use gradual escalation of requests to leverage the principle of commitment, in adopting strategies or approaches that promote consistency and reduce resistance through foot-in-the-door marketing principles and practices.
Foot-in-the-Door FundraisingFoot-in-the-Door Fundraising: Foot-in-the-door fundraising is a fundraising strategy where individuals are initially asked to make a small, low-commitment donation or contribution, such as signing a petition or attending a fundraising event. Once they have complied, additional, larger requests or donations are presented, leveraging the principle of commitment and consistency. The initial donation increases the likelihood of compliance with subsequent requests, as individuals strive to maintain consistency with their initial commitment. By understanding foot-in-the-door fundraising, interventions can capitalize on the desire for consistency to influence fundraising and donor behavior effectively. Strategies such as donor appeals, crowdfunding campaigns, and peer-to-peer fundraising can employ foot-in-the-door fundraising to enhance persuasion and achieve desired fundraising outcomes efficiently.Influencing fundraising and donor behavior effectively through foot-in-the-door fundraising principles, in donor appeals, crowdfunding campaigns, or peer-to-peer fundraising efforts where organizations aim to increase donations and donor engagement, in implementing interventions or campaigns that use gradual escalation of requests to leverage the principle of commitment, in adopting strategies or approaches that promote consistency and reduce resistance through foot-in-the-door fundraising principles and practices.

Connected Thinking Frameworks

Convergent vs. Divergent Thinking

convergent-vs-divergent-thinking
Convergent thinking occurs when the solution to a problem can be found by applying established rules and logical reasoning. Whereas divergent thinking is an unstructured problem-solving method where participants are encouraged to develop many innovative ideas or solutions to a given problem. Where convergent thinking might work for larger, mature organizations where divergent thinking is more suited for startups and innovative companies.

Critical Thinking

critical-thinking
Critical thinking involves analyzing observations, facts, evidence, and arguments to form a judgment about what someone reads, hears, says, or writes.

Biases

biases
The concept of cognitive biases was introduced and popularized by the work of Amos Tversky and Daniel Kahneman in 1972. Biases are seen as systematic errors and flaws that make humans deviate from the standards of rationality, thus making us inept at making good decisions under uncertainty.

Second-Order Thinking

second-order-thinking
Second-order thinking is a means of assessing the implications of our decisions by considering future consequences. Second-order thinking is a mental model that considers all future possibilities. It encourages individuals to think outside of the box so that they can prepare for every and eventuality. It also discourages the tendency for individuals to default to the most obvious choice.

Lateral Thinking

lateral-thinking
Lateral thinking is a business strategy that involves approaching a problem from a different direction. The strategy attempts to remove traditionally formulaic and routine approaches to problem-solving by advocating creative thinking, therefore finding unconventional ways to solve a known problem. This sort of non-linear approach to problem-solving, can at times, create a big impact.

Bounded Rationality

bounded-rationality
Bounded rationality is a concept attributed to Herbert Simon, an economist and political scientist interested in decision-making and how we make decisions in the real world. In fact, he believed that rather than optimizing (which was the mainstream view in the past decades) humans follow what he called satisficing.

Dunning-Kruger Effect

dunning-kruger-effect
The Dunning-Kruger effect describes a cognitive bias where people with low ability in a task overestimate their ability to perform that task well. Consumers or businesses that do not possess the requisite knowledge make bad decisions. What’s more, knowledge gaps prevent the person or business from seeing their mistakes.

Occam’s Razor

occams-razor
Occam’s Razor states that one should not increase (beyond reason) the number of entities required to explain anything. All things being equal, the simplest solution is often the best one. The principle is attributed to 14th-century English theologian William of Ockham.

Lindy Effect

lindy-effect
The Lindy Effect is a theory about the ageing of non-perishable things, like technology or ideas. Popularized by author Nicholas Nassim Taleb, the Lindy Effect states that non-perishable things like technology age – linearly – in reverse. Therefore, the older an idea or a technology, the same will be its life expectancy.

Antifragility

antifragility
Antifragility was first coined as a term by author, and options trader Nassim Nicholas Taleb. Antifragility is a characteristic of systems that thrive as a result of stressors, volatility, and randomness. Therefore, Antifragile is the opposite of fragile. Where a fragile thing breaks up to volatility; a robust thing resists volatility. An antifragile thing gets stronger from volatility (provided the level of stressors and randomness doesn’t pass a certain threshold).

Systems Thinking

systems-thinking
Systems thinking is a holistic means of investigating the factors and interactions that could contribute to a potential outcome. It is about thinking non-linearly, and understanding the second-order consequences of actions and input into the system.

Vertical Thinking

vertical-thinking
Vertical thinking, on the other hand, is a problem-solving approach that favors a selective, analytical, structured, and sequential mindset. The focus of vertical thinking is to arrive at a reasoned, defined solution.

Maslow’s Hammer

einstellung-effect
Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).

Peter Principle

peter-principle
The Peter Principle was first described by Canadian sociologist Lawrence J. Peter in his 1969 book The Peter Principle. The Peter Principle states that people are continually promoted within an organization until they reach their level of incompetence.

Straw Man Fallacy

straw-man-fallacy
The straw man fallacy describes an argument that misrepresents an opponent’s stance to make rebuttal more convenient. The straw man fallacy is a type of informal logical fallacy, defined as a flaw in the structure of an argument that renders it invalid.

Streisand Effect

streisand-effect
The Streisand Effect is a paradoxical phenomenon where the act of suppressing information to reduce visibility causes it to become more visible. In 2003, Streisand attempted to suppress aerial photographs of her Californian home by suing photographer Kenneth Adelman for an invasion of privacy. Adelman, who Streisand assumed was paparazzi, was instead taking photographs to document and study coastal erosion. In her quest for more privacy, Streisand’s efforts had the opposite effect.

Heuristic

heuristic
As highlighted by German psychologist Gerd Gigerenzer in the paper “Heuristic Decision Making,” the term heuristic is of Greek origin, meaning “serving to find out or discover.” More precisely, a heuristic is a fast and accurate way to make decisions in the real world, which is driven by uncertainty.

Recognition Heuristic

recognition-heuristic
The recognition heuristic is a psychological model of judgment and decision making. It is part of a suite of simple and economical heuristics proposed by psychologists Daniel Goldstein and Gerd Gigerenzer. The recognition heuristic argues that inferences are made about an object based on whether it is recognized or not.

Representativeness Heuristic

representativeness-heuristic
The representativeness heuristic was first described by psychologists Daniel Kahneman and Amos Tversky. The representativeness heuristic judges the probability of an event according to the degree to which that event resembles a broader class. When queried, most will choose the first option because the description of John matches the stereotype we may hold for an archaeologist.

Take-The-Best Heuristic

take-the-best-heuristic
The take-the-best heuristic is a decision-making shortcut that helps an individual choose between several alternatives. The take-the-best (TTB) heuristic decides between two or more alternatives based on a single good attribute, otherwise known as a cue. In the process, less desirable attributes are ignored.

Bundling Bias

bundling-bias
The bundling bias is a cognitive bias in e-commerce where a consumer tends not to use all of the products bought as a group, or bundle. Bundling occurs when individual products or services are sold together as a bundle. Common examples are tickets and experiences. The bundling bias dictates that consumers are less likely to use each item in the bundle. This means that the value of the bundle and indeed the value of each item in the bundle is decreased.

Barnum Effect

barnum-effect
The Barnum Effect is a cognitive bias where individuals believe that generic information – which applies to most people – is specifically tailored for themselves.

First-Principles Thinking

first-principles-thinking
First-principles thinking – sometimes called reasoning from first principles – is used to reverse-engineer complex problems and encourage creativity. It involves breaking down problems into basic elements and reassembling them from the ground up. Elon Musk is among the strongest proponents of this way of thinking.

Ladder Of Inference

ladder-of-inference
The ladder of inference is a conscious or subconscious thinking process where an individual moves from a fact to a decision or action. The ladder of inference was created by academic Chris Argyris to illustrate how people form and then use mental models to make decisions.

Goodhart’s Law

goodharts-law
Goodhart’s Law is named after British monetary policy theorist and economist Charles Goodhart. Speaking at a conference in Sydney in 1975, Goodhart said that “any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes.” Goodhart’s Law states that when a measure becomes a target, it ceases to be a good measure.

Six Thinking Hats Model

six-thinking-hats-model
The Six Thinking Hats model was created by psychologist Edward de Bono in 1986, who noted that personality type was a key driver of how people approached problem-solving. For example, optimists view situations differently from pessimists. Analytical individuals may generate ideas that a more emotional person would not, and vice versa.

Mandela Effect

mandela-effect
The Mandela effect is a phenomenon where a large group of people remembers an event differently from how it occurred. The Mandela effect was first described in relation to Fiona Broome, who believed that former South African President Nelson Mandela died in prison during the 1980s. While Mandela was released from prison in 1990 and died 23 years later, Broome remembered news coverage of his death in prison and even a speech from his widow. Of course, neither event occurred in reality. But Broome was later to discover that she was not the only one with the same recollection of events.

Crowding-Out Effect

crowding-out-effect
The crowding-out effect occurs when public sector spending reduces spending in the private sector.

Bandwagon Effect

bandwagon-effect
The bandwagon effect tells us that the more a belief or idea has been adopted by more people within a group, the more the individual adoption of that idea might increase within the same group. This is the psychological effect that leads to herd mentality. What in marketing can be associated with social proof.

Moore’s Law

moores-law
Moore’s law states that the number of transistors on a microchip doubles approximately every two years. This observation was made by Intel co-founder Gordon Moore in 1965 and it become a guiding principle for the semiconductor industry and has had far-reaching implications for technology as a whole.

Disruptive Innovation

disruptive-innovation
Disruptive innovation as a term was first described by Clayton M. Christensen, an American academic and business consultant whom The Economist called “the most influential management thinker of his time.” Disruptive innovation describes the process by which a product or service takes hold at the bottom of a market and eventually displaces established competitors, products, firms, or alliances.

Value Migration

value-migration
Value migration was first described by author Adrian Slywotzky in his 1996 book Value Migration – How to Think Several Moves Ahead of the Competition. Value migration is the transferal of value-creating forces from outdated business models to something better able to satisfy consumer demands.

Bye-Now Effect

bye-now-effect
The bye-now effect describes the tendency for consumers to think of the word “buy” when they read the word “bye”. In a study that tracked diners at a name-your-own-price restaurant, each diner was asked to read one of two phrases before ordering their meal. The first phrase, “so long”, resulted in diners paying an average of $32 per meal. But when diners recited the phrase “bye bye” before ordering, the average price per meal rose to $45.

Groupthink

groupthink
Groupthink occurs when well-intentioned individuals make non-optimal or irrational decisions based on a belief that dissent is impossible or on a motivation to conform. Groupthink occurs when members of a group reach a consensus without critical reasoning or evaluation of the alternatives and their consequences.

Stereotyping

stereotyping
A stereotype is a fixed and over-generalized belief about a particular group or class of people. These beliefs are based on the false assumption that certain characteristics are common to every individual residing in that group. Many stereotypes have a long and sometimes controversial history and are a direct consequence of various political, social, or economic events. Stereotyping is the process of making assumptions about a person or group of people based on various attributes, including gender, race, religion, or physical traits.

Murphy’s Law

murphys-law
Murphy’s Law states that if anything can go wrong, it will go wrong. Murphy’s Law was named after aerospace engineer Edward A. Murphy. During his time working at Edwards Air Force Base in 1949, Murphy cursed a technician who had improperly wired an electrical component and said, “If there is any way to do it wrong, he’ll find it.”

Law of Unintended Consequences

law-of-unintended-consequences
The law of unintended consequences was first mentioned by British philosopher John Locke when writing to parliament about the unintended effects of interest rate rises. However, it was popularized in 1936 by American sociologist Robert K. Merton who looked at unexpected, unanticipated, and unintended consequences and their impact on society.

Fundamental Attribution Error

fundamental-attribution-error
Fundamental attribution error is a bias people display when judging the behavior of others. The tendency is to over-emphasize personal characteristics and under-emphasize environmental and situational factors.

Outcome Bias

outcome-bias
Outcome bias describes a tendency to evaluate a decision based on its outcome and not on the process by which the decision was reached. In other words, the quality of a decision is only determined once the outcome is known. Outcome bias occurs when a decision is based on the outcome of previous events without regard for how those events developed.

Hindsight Bias

hindsight-bias
Hindsight bias is the tendency for people to perceive past events as more predictable than they actually were. The result of a presidential election, for example, seems more obvious when the winner is announced. The same can also be said for the avid sports fan who predicted the correct outcome of a match regardless of whether their team won or lost. Hindsight bias, therefore, is the tendency for an individual to convince themselves that they accurately predicted an event before it happened.

Read Next: BiasesBounded RationalityMandela EffectDunning-Kruger EffectLindy EffectCrowding Out EffectBandwagon Effect.

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