Leon Festinger studied a cult that believed the world would end in a flood, but members would be saved by aliens. When the prophecy failed to occur, some members left but others became even more devoted. This showed that when beliefs are contradicted, people can react differently. Cognitive dissonance is the uncomfortable feeling of holding conflicting beliefs or attitudes, or participating in contradictory behaviors. To reduce it, people will change their thoughts or actions to align with what they believe. The document suggests that seeking out alternative perspectives when experiencing cognitive dissonance can help managers adapt, broaden their views, and find better solutions.

1. Cognitive Dissonance
Applications of the
psychology of Cognitive
Dissonance to Management

2. Leon Festinger
• He was a psychologist who studied cults.
• He and some of his associates managed to
infiltrate a cult.
• They found themselves involved in a bizarre
ritual

3. The Cult in Prophecy
This cult prophesied that the world would be
destroyed by a huge flood, but they would all
be saved by aliens in a flying saucer

4. Cult in Crisis
• When the prophesy was not fulfilled, some
members of the cult left; however, others not
only stayed, but became even more devout.
• This split showed that when people’s beliefs
and expectations were contradicted they
could react in very different ways.

5. Definition of Cognitive Dissonance
• At times, we are given information that
contradicts our attitudes or beliefs.
• Sometimes, we can find ourselves acting in a
manner that is contrary to our attitude/belief
• This is an uncomfortable state of affairs.
• People will engage in thoughts and behaviours
that will reduce or alleviate this state.
• There are different ways of doing this.

6. Attributes of a Good Manager
• One of the most
important attributes of
a good manager is
good, flexible thinking
skills.
• It is important to adapt
to new developments in
a rapidly changing
business environment.

7. How We Make Decisions
• Solutions are usually
through the path of
least resistance.
• We tend to be
‘creatures of habit’ and
this includes decision
making and thinking.
• Sometimes, we need to
venture off the ‘beaten
path’ in the forest.

8. World View
• Our worldview is the
set of theories we
have about the world
and how it works.
• We build this up over
our lifetimes and
reinforce it whenever
it works for us

9. Cognitive Dissonance
• We experience cognitive
dissonance when we find
ourselves in a situation
that contradicts our
worldview.
• Our first reaction is to
seek out information that
supports the positions we
are used to taking about
things.

10. Breaking Out
• Cognitive dissonance
can be used to interrupt
your usual thinking
processes.
• When you experience
it, enquire about other
information that is
available - but not used.

11. Seek Other Perspectives
• Ask yourself about other possible solutions
• Try to brainstorm --- look hard at new data
• Communicate with others in your group

12. Better, Innovative Solutions
• Cognitive dissonance can be used as a powerful
tool to improve decision making
• By looking past cognitive dissonance instead of
trying to simply get rid of it, we can broaden
our views and see the world differently