Scientific Definition
We believe we understand others better than they understand us.
Plain-English Definition
We believe we understand others better than they understand us.
Feynman Explanation
They're predictable. We're complex.
Core Principle
We believe we understand others better than they understand us.
Mechanisms
Pending editorial review.
We believe we understand others better than they understand us.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Stakeholder maps that overstate how well you've modeled the other side.
Inputs (Triggers)
Pending editorial review.
Outputs (Behaviors)
Pending editorial review.
Behavioral Signature
They're predictable. We're complex.
Examples
- Strategy debates where each side feels it has 'read' the other.
- Stakeholder maps that overstate how well you've modeled the other side.
Pending editorial review.
Famous Experiments
Pending editorial review.
Design Principles
- Have the other side describe your position. Compare to what you'd say.
Measurement Approaches
Pending editorial review.
Evidence
Pending editorial review.
Pending editorial review.
The Perverse Incentive Lens™
How this behavior is exploited — and how to redesign around it.
- Have the other side describe your position. Compare to what you'd say.
Pending editorial review.
Pending editorial review.
Interactive Mini Network
Click any neighbor to re-center the graph and follow the threads of connection.
Knowledge Graph Neighbors
Auto-linked to the rest of the Human Behavior Taxonomy by family, domain, dimension, and shared keywords.
We overestimate how much others understand our thoughts and feelings.
A group decides on a course of action that nobody actually wants, because everyone assumes others prefer it.
Power tends to corrupt, and absolute power corrupts absolutely.
We attribute our own actions to situations but others' actions to their character.
We favor people who are similar to us or who like us.
Sacrificing for others without expecting a personal reward.
Masking the sponsors of a message to make it appear grassroots.
Disagreement grows more extreme as the parties think more about the issue.
Systematic errors in explaining the causes of behavior — yours or others'.
We accept vague, general statements as personally meaningful.
Adding the word 'because' (with any reason) increases compliance dramatically.
Behaviors spread through groups via observation and imitation.