How Myths Affect Thinking Part 2
The experiments also highlight the difference between asking people whether they still believe a falsehood immediately after giving them the correct information, and asking them a few days later. Long-term memories matter most in public health campaigns or political ones, and they are the most susceptible to the bias of thinking that well-recalled false information is true.
The experiments do not show that denials are completely useless; if that were true, everyone would believe the myths. But the mind's bias does affect many people, especially those who want to believe the myth for their own reasons, or those who are only peripherally interested and are less likely to invest the time and effort needed to firmly grasp the facts. The research also highlights the disturbing reality that once an idea has been implanted in people's minds, it can be difficult to dislodge. Denials inherently require repeating the bad information, which may be one reason they can paradoxically reinforce it.
Indeed, repetition seems to be a key culprit. Things that are repeated often become more accessible in memory, and one of the brain's subconscious rules of thumb is that easily recalled things are true. Many easily remembered things, in fact, such as one's birthday or a pet's name, are indeed true. But someone trying to manipulate public opinion can take advantage of this aspect of brain functioning. In politics and elsewhere, this means that whoever makes the first assertion about something has a large advantage over everyone who denies it later.
Furthermore, a new experiment by Kimberlee Weaver at Virginia Polytechnic Institute and others shows that hearing the same thing over and over again from one source can have the same effect as hearing that thing from many different people -- the brain gets tricked into thinking it has heard a piece of information from multiple, independent sources, even when it has not. Weaver's study was published this year in the Journal of Personality and Social Psychology.
The experiments by Weaver, Schwarz and others illustrate another basic property of the mind -- it is not good at remembering when and where a person first learned something. People are not good at keeping track of which information came from credible sources and which came from less trustworthy ones, or even remembering that some information came from the same untrustworthy source over and over again. Even if a person recognizes which sources are credible and which are not, repeated assertions and denials can have the effect of making the information more accessible in memory and thereby making it feel true, said Schwarz.
Experiments by Ruth Mayo, a cognitive social psychologist at Hebrew University in Jerusalem, also found that for a substantial chunk of people, the "negation tag" of a denial falls off with time. Mayo's findings were published in the Journal of Experimental Social Psychology in 2004.
"If someone says, 'I did not harass her,' I associate the idea of harassment with this person," said Mayo, explaining why people who are accused of something but are later proved innocent find their reputations remain tarnished. "Even if he is innocent, this is what is activated when I hear this person's name again.
"If you think 9/11 and Iraq, this is your association, this is what comes in your mind," she added. "Even if you say it is not true, you will eventually have this connection with Saddam Hussein and 9/11."
Mayo found that rather than deny a false claim, it is better to make a completely new assertion that makes no reference to the original myth. Rather than say, as Sen. Mary Landrieu (D-La.) recently did during a marathon congressional debate, that "Saddam Hussein did not attack the United States; Osama bin Laden did," Mayo said it would be better to say something like, "Osama bin Laden was the only person responsible for the Sept. 11 attacks" -- and not mention Hussein at all. The psychologist acknowledged that such a statement might not be entirely accurate -- issuing a denial or keeping silent are sometimes the only real options. So is silence the best way to deal with myths? Unfortunately, the answer to that question also seems to be no.
Another recent study found that when accusations or assertions are met with silence, they are more likely to feel true, said Peter Kim, an organizational psychologist at the University of Southern California. He published his study in the Journal of Applied Psychology.
Myth-busters, in other words, have the odds against them.
What this Means for Talent Management
Although difficult, when combined with the studies by Dr. Schwartz on how the brain operates (specifically how our thoughts create neural pathways), we can understand the importance of creating the 'ahas' which signify a new neural pathway and change in the thinking and then providing the organizational structure to support that change. Learning, especially experiential, creates the change by building a detour around the old belief. Like a road detour, traffic (thoughts) are routed through this new pathway and if it is well built it will create the sustainable change desired. By applying a series of organizational strategies (more on that in another article), we can then ensure that the road continues to be used and the learning sticks. In other words, through learning and organizational development we can fight the myth and replace it with the good information that will allow us to move and stay competitive both as people and as organizations