Using Dissonance to Create Action

Dissonance is a powerful tool in helping others make and keep commitments. In one study, researchers staged thefts to test the reactions of onlookers. On a beach in New York City, the researchers randomly selected an accomplice to place his beach towel and portable radio five feet away. After relaxing there for a while, the accomplice got up and left. After the accomplice had departed, one of the researchers, pretending to be a thief, stole the radio. As you might imagine, hardly anyone reacted to the stage theft. Very few people were willing to put themselves at risk by confronting the thief. In fact, over the course of twenty staged thefts, only four people (20 percent) made any attempt to hinder the thief.

The researchers staged the same theft twenty more times, only this time with one slight difference repeated in each scenario. The minor alteration brought drastically different results. This time, before leaving, the accomplice asked each person sitting next to him, ‘‘Could you please watch my things?’’ Each person consented. This time, with the Law of Dissonance at work, nineteen out of twenty (95 percent) individuals sought to stop the thief by chasing, grabbing back the radio, and in some cases, even physically restraining him.

Most people try to follow through when they promise they will do something—especially if it is in writing. This is why corporations sponsor writing contests about social issues or their products. They really don’t care about your writing style. What they’re really looking for is consumer endorsement. The writer puts down, in her own words, what she thinks the company wants to hear about its issue or product. Having made a written commitment to supporting and endorsing a product or issue, the consumer will now support the sponsoring company in their cause or will willingly buy their product.

In one particular study, 100 high school students were asked to write an essay on whether or not the voting age should be lowered. Half the students were told the speeches would be published in the school newspaper, while the other half were told the essays would be kept confidential. After completing the essays, researchers exposed the students to a persuasive speech arguing that the voting age should not be lowered. Of the students assuming their papers were going to be published, very few of them changed their original position. Of the students who believed their papers were confidential, most altered their stance on the issue to agree with the persuasive speech.

The Law of Dissonance in Marketing

The Bait and Switch

If you can get someone to mentally commit to a product or a decision, he is likely to remain committed even after the terms and conditions change. This is why when stores, for example, advertise very low prices on a television set, they include in small print, ‘‘Quantities Limited.’’ By the time you get to the store, all the bargain televisions are sold, but you are mentally committed to buying a new TV. Luckily for you, there are more expensive models available. So, you go home having spent $300 more on a television set than you originally planned, just because you needed to maintain a consistency between your desire for a new TV and your action of being in the store.

This tactic is also often used when goods and products go on sale. For example, a customer may be lured to a store by an incredible deal on a pair of nice dress shoes. Upon inquiring, the disappointed customer learns from the salesperson that her size is not in stock. Just as the customer is about to leave, the salesperson miraculously displays another strikingly similar pair— but this pair is not on sale.

Think of a time when you purchased a new car. Have you ever noticed that when you’re about to sign the contract the price is $200 more than you expected? Well, someone conveniently forgot to tell you about the advanced suspension or some other feature found in your car. You pay the extra $200 anyway because you’re mentally committed to that car, and you don’t want to go through the whole hassle and headache of trying to renegotiate the deal.

Often car dealers promise an incredible price, even a few hundred dollars below a competitor’s price, all the while knowing it’s not actually going to go through. The deal is offered only to motivate the buyer to purchase from their dealership. Once the customer decides to buy, the dealer sets up several conditions, each of them causing the customer to feel increasingly committed before finding out the real price: lengthy forms are filled out, great lengths are taken to set up specific financing terms, the customer is encouraged to take the car home and drive it to work, to run errands, to cruise the neighborhood. The dealer knows that while the customer is out joy riding, she is thinking of all the many reasons her purchase is justified.[4]

These tactics are even used when high school students and their parents are narrowing down the colleges they should attend. Just like car dealers, colleges often give a low estimate on your costs, and it’s not until after you’ve signed up and registered that you discover your actual costs.

Brand Loyalty

It’s a challenge getting consumers to remain loyal to a particular brand. Unlike the good old days when brand loyalty was a given, times have changed. As a society, we no longer feel compelled to stick with a certain company or product. I grew up with Crest, Cheerios, and Tide being staples in my home. Now I change brands much more easily. I’m not likely to remain loyal to a brand unless they reward me for my commitment to them, for example, with frequent flyer miles, with the little cars you can buy for your kids at Chevron, or with a Unocal 76 ball to swing from your car antennae. Acquiring consumer loyalty is the reason the tobacco industry spends over $600 million giving away paraphernalia with tobacco logos.[5] We constantly see companies putting their logos on coffee mugs, T-shirts, pens, and mouse pads, to name just a few promotional items. Even though you might not have paid for these items, owning them creates loyalty to the product advertised on them. Most people who wear a Budweiser T-shirt don’t drink Coors beer.

[4]C. I. Hovland, ‘‘Reconciling Conflicting Results Derived from Experimental and Survey Studies of Attitude-Change,’’ American Psychologist 14, 1 (1959): 8–17.

[5]J. Brockner and J. Z. Rubin, Entrapment in Escalating Conflicts: A Social Psychological Analysis (New York: Springer Verlag, 1985).

Cognitive Dissonance and Public Commitment

Public commitments and dissonance go hand in hand. Even when we feel an action is not right, we still go through with it if we have publicly committed to such a course of action.

For example, when you ask that young lady to marry you and she says yes, there’s a commitment. The announcement of the engagement is a second commitment. All the other actions that follow suit increase your public commitment: telling your friends, getting the rings, asking the parents, setting the date, taking the pictures, sending announcements, paying the deposit for the reception location, etc. Each step closer to ‘‘I do’’ results in a greater level of commitment. Even if one or both of you decide you want to call it off, it actually feels easier to go through with the wedding than to stop the whole procession created by so much public commitment.

The more public our stand, the more reluctant we are to change it. A now famous experiment conducted in 1955 by social psychologists Morton Deutsch and Harold Gerard demonstrates this principle. A group of students were divided into three groups. Each group viewed some lines and had to estimate their length. The students in the first group had to privately write down estimates, sign their names to it, and hand it in. The second group of students also had to privately write down their estimates, but they did so on a Magic Writing Pad. They could lift the plastic cover on their notepad and their figures would instantaneously disappear. The third group of students did not write down their estimates but just kept them privately in their minds. Not surprisingly, even when new information was presented contradicting their estimates, the students who had written down their estimates, signed their names to them, and handed them in remained the most committed to their choices, while those who had never committed anything to writing were the most readily swayed to change their responses.[6]

Procedures, customs, and traditions are often specifically established for the purposes of creating psychological commitment. Consider fraternity initiations, military boot camps, political rallies, protest marches, and demonstrations. When we make our vows, beliefs, statements, or endeavors public, we feel bound to them. We can back out on commitments and claims we’ve made public, but we will pay a psychological and emotional price. What’s more, the more public we made those commitments, the greater the emotional price tag will be.

A pair of researchers, Elliot Aronson and Judson Mills, claimed that ‘‘persons who go through a great deal of trouble or pain to attain something tend to value it more highly than persons who attain the same thing with a minimum of effort.’’[7] Additional research confirmed their assertion when coeds who were required to endure pain rather than embarrassment to get into a group desired membership more than their counterparts. In one particular case, the more pain one young woman endured as part of her initiation, the more she later tried to convince herself that ‘‘her new group and its activities were interesting, intelligent, and desirable.’’[8]

Another study of 54 tribal cultures found that those with the most dramatic initiation rituals also have the most unity and commitment,[9] and these groups oppose any attempts to undermine or destroy these customs, which render so much strength to their tribe and their culture.

Understanding the psychology of commitment through publicity can be used to bring about good societal changes. Many organizations exist to help individuals conquer bad habits, patterns, or abuses. For example, weight-loss centers commonly encourage clients to share their goals with as many friends, relatives, and neighbors as they can, understanding that this public commitment and pressure often works when other methods don’t.

An experiment conducted by Pallak, Cook, and Sullivan in Iowa City used an interviewer who offered free energy-saving hints to natural gas users. Those residents who agreed to try to conserve energy would have their names publicized in newspaper articles as public-spirited, fuel-conserving citizens. The effect was immediate. One month later, when the utility companies checked their meters, the homeowners in the publication sample had each saved an average of 422 cubic feet of natural gas, a decrease of 12.2 percent. The chance to have their names in the paper had motivated these residents to put forth substantial conservation efforts for a period of one month.

Even during the months when their names weren’t in the paper, the families continued to conserve gas. When a letter went out stating that their names would no longer be printed in the paper, the families did not return to their previous wasteful energy usage, as was expected; rather, they continued to conserve energy.[10]

[6]M. Deutsch and H. B. Gerard, ‘‘A Study of Normative and Informational Social Influence upon Judgment,’’

Journal of Abnormal Psychology 51 (1955): 629– 636.

[7]E. Aronson and J. Mills, ‘‘The Effect of Severity of Initiation on Liking for the Group,’’ Journal of Abnormal and Social Psychology 59 (1959): 177–181.

[8]H. B. Gerard and G. C. Mathewson, ‘‘The Effects of Severity of Initiation on Liking for a Group: A Replication,’’

Journal of Experimental Social Psychology 2 (1966): 278–287.

[9]F. W. Young, Initiation Ceremonies (New York: Bobbs-Merrill, 1965).

[10]M. S. Pallak, D.A. Cook, and J.J. Sullivan, ‘‘Commitment and Energy Conservation,’’ Applied Social Psychology Annual 1(1980): 235–253.