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35 - When Less Is More: Counterfactual Thinking and Satisfaction among Olympic Medalists

from PART THREE - REAL-WORLD APPLICATIONS

Published online by Cambridge University Press:  05 June 2012

Victoria Husted Medvec
Affiliation:
Kellogg Graduate School of Management Northwestern University
Scott F. Madey
Affiliation:
Psychology Department Shippensburg University
Thomas Gilovich
Affiliation:
Psychology Department Cornell University
Thomas Gilovich
Affiliation:
Cornell University, New York
Dale Griffin
Affiliation:
Stanford University, California
Daniel Kahneman
Affiliation:
Princeton University, New Jersey
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Summary

So, we have the paradox of a man shamed to death because he is only the second pugilist or the second oarsman in the world. That he is able to beat the whole population of the globe minus one is nothing; he has “pitted” himself to beat that one; and as long as he doesn't do that nothing else counts.

William James, 1892, p. 186

James's observation represents an early statement of a fundamental principle of psychology: A person's objective achievements often matter less than how those accomplishments are subjectively construed. Being one of the best in the world can mean little if it is coded not as a triumph over many, but as a loss to one. Being second best may not be as gratifying as perhaps it should.

Since James's time, of course, this idea has been both theoretically enriched and extensively documented. Social psychologists have shown that people's satisfaction with their objective circumstances is greatly affected by how their own circumstances compare with those of relevant others (Festinger, 1954; Suls & Miller, 1977; Taylor & Lobel, 1989). A 5% merit raise can be quite exhilarating until one learns that the person down the hall received an 8% increase. Psychologists have also demonstrated that satisfaction with an outcome likewise depends on how it compares with a person's original expectations (Atkinson, 1964; Feather, 1967, 1969). Someone who receives a 5% raise might be happier than someone who receives an 8% increase if the former expected less than the latter.

Type
Chapter
Information
Heuristics and Biases
The Psychology of Intuitive Judgment
, pp. 625 - 635
Publisher: Cambridge University Press
Print publication year: 2002

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