Scientific Definition
Design rules without knowing where you'll land under them.
Plain-English Definition
Design rules without knowing where you'll land under them.
Feynman Explanation
Pre-commit to fairness before you know which side you're on.
Core Principle
Design rules without knowing where you'll land under them.
Mechanisms
Pending editorial review.
Design rules without knowing where you'll land under them.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Building governance robust to leadership change.
Inputs (Triggers)
Pending editorial review.
Outputs (Behaviors)
Pending editorial review.
Behavioral Signature
Pre-commit to fairness before you know which side you're on.
Examples
- Compensation policies designed before knowing your future role.
- Building governance robust to leadership change.
Pending editorial review.
Famous Experiments
Pending editorial review.
Design Principles
- Write policy as if you might be in any role within the next five years.
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.
- Write policy as if you might be in any role within the next five years.
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.
Everyone privately disagrees with a norm but believes everyone else accepts it.
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.