CHApTer 6
The Need to Justify Our Actions
23
the victim as more likely to be guilty and therefore deserving of the pain inflicted on
him. But those who are more distant from the situation—listening to the interroga-
tion on the radio—would be more inclined to see the victim as innocent. And that is
just what the experimenters found (Gray & Wegner, 2010). The closer people are to
committing acts of cruelty, the greater their need to reduce the dissonance between
“I am a good, kind person” and “I am causing another human being to suffer.” The
easiest route is to blame the victim: he is guilty, he started this, it’s all his fault, he’s
not one of us anyway.
Think of the chilling implications of this research: namely, that people do not per-
form acts of cruelty and come out unscathed. Success at dehumanizing the victim virtu-
ally guarantees a continuation or even an escalation of the cruelty: it sets up an endless
chain of violence, followed by self-justification (in the form of dehumanizing and blam-
ing the victim), followed by still more violence and dehumanization. In this manner,
unbelievable acts of human cruelty can escalate, such as the Nazi “Final Solution” that
led to the murder of six million European Jews. Unfortunately, atrocities are not a thing
of the past but are as recent as today’s news.
Some Final Thoughts on Dissonance:
Learning from Our Mistakes
At the beginning of this chapter, we raised a vital question regarding the followers of
Heaven’s Gate (as we did in Chapter 1 about the followers of the Reverend Jim Jones):
How could intelligent people allow themselves to be led into what the overwhelming
majority of us see as senseless behavior resulting in mass suicide? Of course, many fac-
tors were operating, including the charismatic power of each of the leaders, the exis-
tence of social support for the views of the group from other members, and the relative
isolation of each group from dissenting views, producing a closed system—a little like
living in a roomful of mirrors.
Yet, in addition to these factors, one of the single most powerful forces was the
existence of a high degree of cognitive dissonance within the minds of the participants.
After reading this chapter, you now realize that when individuals make an important
decision and invest heavily in that decision (in terms of time, effort, sacrifice, and com-
mitment), the result is a strong need to justify those actions and that investment. The
more they give up and the harder they work, the greater will be the need to convince
themselves that their views are correct. The members of the Heaven’s Gate cult made
monumental sacrifices for their beliefs: they abandoned their friends and families, left
their professions, relinquished their money and possessions, moved to another part
of the world, and worked hard and long for the particular cause they believed in—all
increasing their commitment to the belief.
By understanding cognitive dissonance, therefore, you can understand why the
Heaven’s Gate people, having bought a telescope that failed to reveal a spaceship
that wasn’t there, concluded that the telescope was faulty. To have believed otherwise
would have created too much dissonance to bear. That they went on to abandon their
“ containers,” believing that they were moving on to a higher incarnation, is not unfath-
omable. It is simply an extreme manifestation of a process that we have seen in opera-
tion over and over again throughout this chapter.
Perhaps you are thinking, “Well, but they were a strange, isolated cult.” But, as we
have seen, dissonance reduction affects everyone. Much of the time,
dissonance-reducing behavior can be useful because it allows us to
maintain self-esteem. Yet if we were to spend all our time and energy
defending our egos, we would never learn from our mistakes, bad
decisions, and incorrect beliefs. Instead, we would ignore them, jus-
tify them, or, worse still, attempt to turn them into virtues. We would get stuck within
Both salvation and punishment for man lie in the fact
that, if he lives wrongly, he can befog himself so as not
to see the misery of his position.
—L
eo
T
oLsToy
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CHApTer 6
The Need to Justify Our Actions
the confines of our narrow minds and fail to grow or change.
And, in extreme cases, we might end up justifying our own
smaller Heaven’s Gates—mistakes that can harm ourselves
and others.
It’s bad enough when ordinary people get caught up in
the self-justifying cycle, but when a political leader does
so, the consequences can be devastating for the nation
and the world (Tavris & Aronson, 2007). In 2003, Presi-
dent George W. Bush wanted to believe that Iraqi leader
Saddam Hussein possessed weapons of mass destruction
(WMD), nuclear and biochemical weapons that posed
a threat to America and Europe. He needed this belief
to be true to justify his decision to launch a preemptive
war, although Iraq posed no immediate threat to the
United States and none of its citizens had been involved
in the attacks of 9/11. According to White House insider
Scott McClellan (2009), this need led the president and
his advisers to interpret CIA reports as definitive proof
of Iraq’s weapons of mass destruction, even though the
reports were ambiguous and were contradicted by other evidence (Stewart, 2011;
Wilson, 2005).
After the invasion of Iraq, administration officials, when asked “Where are the
WMD?,” said that Iraq is a big country and that Saddam Hussein had them well
hidden, but they were sure they would be found. As the months dragged on and still
no WMD were discovered, the administration officials had to admit that there were
none. Now what? How did President Bush and his staff reduce dissonance between
“We believed there were WMD that justified this war” and “We were wrong”? By
adding new cognitions to justify the war: Now they said that the U.S. mission was
to liberate the nation from a cruel dictator and give the Iraqi people the blessings
of democratic institutions. Even if things are not going well now, they said, history
will vindicate us in 10 or 20 or 50 years. To an observer, these justifications are inad-
equate; after all, there are many brutal dictators in the world, and no one can foresee
the long-term results of any war begun for a short-term purpose. But to President
Bush and his advisers, the justifications seemed reasonable (Bush, 2010).
Of course we cannot be certain what was going on in President Bush’s mind, but
some five decades of research on cognitive dissonance suggests that the president and
his advisers may not have been intentionally deceiving the American people; it is more
likely that, like the members of Heaven’s Gate, they were deceiving themselves, blind-
ing themselves to the possibility of being wrong. Needless to say, Mr. Bush was not the
only leader to engage in this kind of self-justifying behavior. The memoirs of some of
our most beleaguered former presidents, Democrat and Republican alike, are full of
the kinds of self-serving, self-justifying statements that can best be summarized as “If I
had it all to do over again, I would not change much. Actually, I wouldn’t change any-
thing except how my opponents treated me unfairly” (Johnson, 1991; Nixon, 1990).
Few of us will ever wield the power of a world leader or end our lives in a cult wait-
ing for a spaceship to transport us to another planet. But, on a smaller scale, in our
zeal to protect our self-concept, we often make foolish mistakes and compound that
failure by blinding ourselves to the possibility of learning from them. Is there hope?
We think so. Although the process of self-justification is unconscious, once we know
that we are prone to justify our actions, we can begin to monitor our thinking and, in
effect, “catch ourselves in the act.” If we can learn to examine our behavior critically
and dispassionately, we stand a chance of breaking out of the cycle of action followed
by self-justification followed by more committed action.
Admittedly, acknowledging our mistakes and taking responsibility for them is
easier said than done. Imagine that you are a prosecutor who has worked hard for
many years to put “bad guys” in prison. You’re the good guy. How will you respond
These athletes blew a big lead
and lost the game. Will they make
excuses, or will they learn from
their mistakes?
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