Ask Ariely: On Deconstructing Dieting, Advising Advantages, and Judging Jokes
Here’s my Q&A column from the WSJ this week — and if you have any questions for me, you can tweet them to @danariely with the hashtag #askariely, post a comment on my Ask Ariely Facebook page, or email them to AskAriely@wsj.com.
My diet goal is to stop eating so many sweets and start eating more vegetables. Would it be easier for me to focus on avoiding what I don’t want to eat or on eating more of what I should?
Whether you focus on the positive goal or the negative one, the key thing to keep in mind is what social scientists call the principle of “friction”: People tend to follow the course of action that requires the least effort.
What this means is that you should arrange your environment to make it easier to achieve your goals. Place vegetables in a visible spot in your refrigerator and make sure that you serve them first at mealtimes, so you will have to expend minimal effort to eat them. Do the opposite with sweets—place them out of sight or on the highest shelf in the pantry, making them harder to reach.
At my company, management is encouraging employees to seek advice and feedback from one another to improve our performance. But in my experience, it’s really hard to get people to give you useful, honest feedback, because they are afraid of giving offense. Is there any way to make this process work, or is it going to be a waste of time?
You’re right that people are unlikely to give accurate and honest feedback to their co-workers; there is a lot of social pressure against offering criticism, and people who receive it are likely to take offense.
But while it’s often hard to change our behavior in response to feedback, it turns out that giving advice can be more useful than receiving it. A recent study published in the journal Psychological Science shows that people who gave advice were more motivated when it came to challenges like controlling their tempers, saving money and finding jobs. In a follow-up study, high-school students who gave advice earned higher grades than those who received it.
This research suggests that giving advice can be a powerful confidence-booster—so your company’s initiative might be useful overall, even if people don’t act on the advice they receive.
I’ve noticed that jokes that are meant to be funny sometimes come across as painful or offensive. Is there a way to know whether a joke is going to hurt people’s feelings?
According to the behavioral scientist Peter McGraw of the University of Colorado, Boulder, jokes are funny when they involve “benign violations”: They transgress a social norm but not so much that they become objectionable. The trick is to hit the sweet spot between amusing and offensive.
For example, The Onion recently ran the headline “Harvard Officials Say $8.9 Million Donation From Jeffrey Epstein Was From Brief Recovery Period When He Wasn’t A Pedophile.” When I asked my friends how funny they found this headline, the ones from Harvard found it much less funny.
See the original article in the Wall Street Journal here.