Hello again.
I am sure it will be no surprise to you, but people are full of contradictions and irrationalities. Yet, ironically, none of us like to think of ourselves that way. Sure, we like to believe other people are like that, but not us!
Instead, we prefer to think of ourselves as consistent and dependable. We hate it when we are shown to be inconsistent, especially in front of others. It undermines our perception of ourselves.
Of course, in reality, we are no different from everybody else. Still, that perception is a powerful psychological bias that sales and marketing people have used for decades to nudge us toward purchasing through the escalation of commitment. Heck, I use it myself in my conversion optimization work.
However, it is also a trait we must consider when working with stakeholders because the commitment bias can work for and against us.
Let’s start by looking at how it can cause problems.
Where the commitment bias can cause problems
The commitment bias means your stakeholders don’t like being seen as inconsistent or indecisive, especially in public. This means that when a stakeholder expresses an opinion in a meeting, they will be reluctant to change their mind, even when you present a compelling case to the contrary.
This is one of the reasons why I recommended in a previous email that you divide and conquer. If you speak to stakeholders privately, they are less likely to feel obliged to stick with their position.
However, that is not the only action you should take to avoid commitment bias working against you. I would also recommend you attempt to preempt stakeholder objections before they say them.
If you have ever presented to a group of stakeholders, you will know that feeling where you hope against hope that they don’t raise a particular thing. You have a sneaking suspicion they will have a problem with something you are presenting, so you cross your fingers and hope they don’t mention it.
This is the worst thing you can do because if they do raise it, it will be tough to change their minds because of the commitment bias. Instead, you should raise and address the issue yourself.
By raising it yourself, you avoid stakeholders publicly associating themselves with the objection, allowing them to remain quiet if they are convinced by your argument, thereby avoiding being seen as indecisive.
Not that commitment bias is always bad. Sometimes, we can use it to our advantage.
Where the commitment bias can help
When I talked about getting stakeholders to commit to policies upfront, this partly works because of the commitment bias. If they agree to a policy in the abstract, they will be less likely to reject it later when it negatively impacts them.
The same is true for design principles. If you get stakeholders to agree to design principles, you can remind them of that commitment when they want to do something that undermines them later.
The commitment bias is also why I like to involve stakeholders in the creation process. I get them brainstorming, moodboarding, and even wireframing because the more I involve them, the more invested they become in the approach and the less likely they will reject it later. The fact that involving them also educates them is a bonus!
Understanding human behavior is so powerful
Many underestimate the importance of psychology in our work, and the commitment bias is an example of that. Understanding the power of consistency can significantly impact our work.
By proactively dividing and conquering, addressing objections, and involving stakeholders in the decision-making process, we can navigate the challenges and leverage the commitment bias to our advantage.
Take the time to learn more about how people behave, I promise it will impact everything you do.
