Why People Fail to Notice Horrors Around Them

Tali Sharot and Cass R. Sunstein

The New York Times

Originally posted 25 Feb 24

The miraculous history of our species is peppered with dark stories of oppression, tyranny, bloody wars, savagery, murder and genocide. When looking back, we are often baffled and ask: Why weren't the horrors halted earlier? How could people have lived with them?

The full picture is immensely complicated. But a significant part of it points to the rules that govern the operations of the human brain.

Extreme political movements, as well as deadly conflicts, often escalate slowly. When threats start small and increase gradually, they end up eliciting a weaker emotional reaction, less resistance and more acceptance than they would otherwise. The slow increase allows larger and larger horrors to play out in broad daylight- taken for granted, seen as ordinary.

One of us is a neuroscientist; the other is a law professor. From our different fields, we have come to believe that it is not possible to understand the current period - and the shifts in what counts as normal - without appreciating why and how people do not notice so much of what we live with.

The underlying reason is a pivotal biological feature of our brain: habituation, or our tendency to respond less and less to things that are constant or that change slowly. You enter a cafe filled with the smell of coffee and at first the smell is overwhelming, but no more than 20 minutes go by and you cannot smell it any longer. This is because your olfactory neurons stop firing in response to a now-familiar odor.

Similarly, you stop hearing the persistent buzz of an air-conditioner because your brain filters out background noise. Your brain cares about what recently changed, not about what remained the same.

Habituation is one of our most basic biological characteristics - something that we two-legged, bigheaded creatures share with other animals on earth, including apes, elephants, dogs, birds, frogs, fish and rats. Human beings also habituate to complex social circumstances such as war, corruption, discrimination, oppression, widespread misinformation and extremism. Habituation does not only result in a reduced tendency to notice and react to grossly immoral deeds around us; it also increases the likelihood that we will engage in them ourselves.

The info is here.

Here is my summary:

From a psychological perspective, the failure to notice horrors around us can be attributed to cognitive biases and the human tendency to see reality in predictable yet flawed ways. This phenomenon is linked to how individuals perceive and value certain aspects of their environment. Personal values play a crucial role in shaping our perceptions and emotional responses. When there is a discrepancy between our self-perception and reality, it can lead to various troubles as our values define us and influence how we react to events. Additionally, the concept of safety needs is highlighted as a mediating factor in mental disorders induced by stressful events. The unexpected nature of events can trigger fear and anger, while the anticipation of events can induce calmness. This interplay between safety needs, emotions, and pathological conditions underscores how individuals react to perceived threats and unexpected situations, impacting their mental well-being

Attitudes in an interpersonal context: Psychological safety as a route to attitude change

Itzchakov, G., & DeMarree, K. G. (2022).

Frontiers in Psychology, 13.

https://doi.org/10.3389/fpsyg.2022.932413

Abstract

Interpersonal contexts can be complex because they can involve two or more people who are interdependent, each of whom is pursuing both individual and shared goals. Interactions consist of individual and joint behaviors that evolve dynamically over time. Interactions are likely to affect people’s attitudes because the interpersonal context gives conversation partners a great deal of opportunity to intentionally or unintentionally influence each other. However, despite the importance of attitudes and attitude change in interpersonal interactions, this topic remains understudied. To shed light on the importance of this topic. We briefly review the features of interpersonal contexts and build a case that understanding people’s sense of psychological safety is key to understanding interpersonal influences on people’s attitudes. Specifically, feeling psychologically safe can make individuals more open-minded, increase reflective introspection, and decrease defensive processing. Psychological safety impacts how individuals think, make sense of their social world, and process attitude-relevant information. These processes can result in attitude change, even without any attempt at persuasion. We review the literature on interpersonal threats, receiving psychological safety, providing psychological safety, and interpersonal dynamics. We then detail the shortcomings of current approaches, highlight unanswered questions, and suggest avenues for future research that can contribute in developing this field.

The info is here.

This is part of the reason psychotherapy works.

My summary:

Attitudes are evaluations of people, objects, or ideas, and they can be influenced by a variety of factors, including interpersonal interactions. Psychological safety is a climate in which individuals feel safe to take risks, make mistakes, and be vulnerable. When people feel psychologically safe, they are more likely to express their true thoughts and feelings, which can lead to attitude change.

There are a number of ways that psychological safety can promote attitude change. First, feeling psychologically safe can make people more open-minded. When people feel safe, they are more likely to consider new information and perspectives, even if they challenge their existing beliefs. Second, psychological safety can increase reflective introspection. When people feel safe to be vulnerable, they are more likely to reflect on their own thoughts and feelings, which can lead to deeper insights and changes in attitude. Third, psychological safety can decrease defensive processing. When people feel safe, they are less likely to feel threatened by new information or perspectives, which makes them more open to considering them.

Research has shown that psychological safety can lead to attitude change in a variety of interpersonal contexts, including romantic relationships, friendships, and work teams. For example, one study found that couples who felt psychologically safe in their relationships were more likely to change their attitudes towards each other over time. Another study found that employees who felt psychologically safe in their teams were more likely to change their attitudes towards diversity and inclusion.

What Is Psychological Safety?

Amy Gallo

Harvard Business Review

Originally posted 15 FEB 23

Here are two excerpts:

Why is psychological safety important?

First, psychological safety leads to team members feeling more engaged and motivated, because they feel that their contributions matter and that they’re able to speak up without fear of retribution. Second, it can lead to better decision-making, as people feel more comfortable voicing their opinions and concerns, which often leads to a more diverse range of perspectives being heard and considered. Third, it can foster a culture of continuous learning and improvement, as team members feel comfortable sharing their mistakes and learning from them. (This is what my boss was doing in the opening story.)

All of these benefits — the impact on a team’s performance, innovation, creativity, resilience, and learning — have been proven in research over the years, most notably in Edmondson’s original research and in a study done at Google. That research, known as Project Aristotle, aimed to understand the factors that impacted team effectiveness across Google. Using over 30 statistical models and hundreds of variables, that project concluded that who was on a team mattered less than how the team worked together. And the most important factor was psychological safety.

Further research has shown the incredible downsides of not having psychological safety, including negative impacts on employee well-being, including stress, burnout, and turnover, as well as on the overall performance of the organization.

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How do you create psychological safety?

Edmondson is quick to point out that “it’s more magic than science” and it’s important for managers to remember this is “a climate that we co-create, sometimes in mysterious ways.”

Anyone who has worked on a team marked by silence and the inability to speak up, knows how hard it is to reverse that.

A lot of what goes into creating a psychologically safe environment are good management practices — things like establishing clear norms and expectations so there is a sense of predictability and fairness; encouraging open communication and actively listening to employees; making sure team members feel supported; and showing appreciation and humility when people do speak up.

There are a few additional tactics that Edmondson points to as well.

The info is here.

Here are some of my thoughts about psychological safety:

• It is not the same as comfort. It is okay to feel uncomfortable sometimes, as long as you feel safe to take risks and speak up.
• It is not about being friends with everyone on your team. It is about creating a respectful and inclusive environment where everyone feels like they can belong.
• It takes time and effort to build psychological safety. It is not something that happens overnight.