The Halo Effect

Cognitive biases are psychological phenomena that distort our perceptions, memory, or judgment. When success depends on accurate perception, evaluation, or recollection of what's around us, distortions can lead to erroneous results that range from harmless to catastrophic.

The Halo Effect (or Halo Error) was first identified in 1920 by Edward Thorndike, who was studying how military officers evaluated their subordinates [Thorndike 1920]. He found that high (low) ratings in one attribute tended to be correlated with high (low) ratings in other seemingly unrelated attributes. But the effect is universal, extending beyond military performance evaluation. In modern experiments, for example, researchers have demonstrated that people tend to judge physically attractive people as possessing more socially desirable personality traits than do less physically attractive people. Thus, physical traits bias our assessment of personality traits.

In the context of performance reviews, researchers have demonstrated that when evaluators perceive in subordinates attributes that they regard as negative, those evaluators tend to assess more negatively the unrelated attributes of those subordinates.

The Halo Effect is pervasive. Here are three examples of how it can affect organizational decision-making.

Status affects persuasiveness

Assessments of the validity of someone's assertions can be affected by our perception of her or his status. For instance, when supervisors attend meetings of their subordinates, their statements tend to have greater weight than they deserve. And when pariahs speak, listeners are more likely to discount what is said than when superstars deliver essentially the same message.

The effects of status are wide-ranging. For instance, someone mentored by a high-status individual can acquire some of the elevated status of the mentor. See "Dispersed Teams and Latent Communications," Point Lookout for September 3, 2003, for more.

Falsifying an argument falsifies the assertion

When we assess the truth of an assertion, we examine the argument that justifies it. In the course of that examination, if we find a flaw in the argument, we sometimes conclude that the assertion is false. The assertion might indeed be false, but finding a flaw in a supposed proof of the assertion doesn't prove that the assertion is false.

This error is a rhetorical fallacy known as argumentum ad logicam, the fallacy fallacy, or the fallacist's fallacy. It's a manifestation of the halo effect in the realm of logic.

Hat hanging

Hat hanging is a phenomenon identified by Virginia Satir, a pioneer family therapist. When pariahs speak, listeners are
more likely to discount what is
said than when superstars deliver
essentially the same messageThe name evokes the idea that we hang the hat of someone from our past on someone in our present. For example, life can be difficult for someone whose appearance matches the appearance of a film actor who often plays villains. It's a manifestation of the halo effect in the realm of personal identification.

Hat hanging can occur in supervisor-subordinate pairs when age differences approximate parent-child age differences. See "You Remind Me of Helen Hunt," Point Lookout for June 6, 2001, for more.

Recognizing the Halo Effect in oneself is difficult. Practice by recognizing it in others.  Top    Next Issue

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More articles on Critical Thinking at Work:

You Remind Me of Helen Hunt

At a dinner party I attended recently, Kris said to Suzanne, "You remind me of Helen Hunt." I looked at Suzanne, and sure enough, she did look like Helen Hunt. Later, I noticed that I was seeing Suzanne a little differently. These are the effects of hat hanging. At work, it can damage careers and even businesses.

A Review of Performance Reviews: The Checkoff

As practiced in most organizations, performance reviews, especially annual performance reviews, are toxic both to the organization and its people. A commonly used tool, the checkoff, is especially deceptive.

Virtual Clutter: I

With some Web searching, you can find abundant advice for decluttering your home or office. And people are even thinking about decluttering email inboxes. But the problem of clutter is far more widespread.

Virtual Clutter: II

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Exploiting Functional Fixedness: I

Functional fixedness is a cognitive bias that creates difficulty in seeing novel uses of things that have familiar uses. Some devious moves in workplace politics exploit functional fixedness.

See also Critical Thinking at Work and Rhetorical Fallacies for more related articles.

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Planning teams, like all teams, are susceptible to several patterns of interaction that can lead to counter-productive results. Three of these most relevant to planners are False Consensus, Groupthink, and Shared Information Bias. Available here and by RSS on September 30.

And on October 7: Seven More Planning Pitfalls: III

Planning teams, like all teams, are vulnerable to several patterns of interaction that can lead to counter-productive results. Two of these relevant to planners are a cognitive bias called the IKEA Effect, and a systemic bias against realistic estimates of cost and schedule. Available here and by RSS on October 7.

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