Leading creativity expert Michael Michalko once wrote about the psychology behind an experiment conducted with five apes in a cage.
The experiment details were as follows:
“They started with a cage containing five monkeys. Inside the cage, they hung a banana on a string with a set of stairs placed under it. Before long, a monkey went to the stairs and started to climb towards the banana. As soon as he started up the stairs, the psychologists sprayed all of the other monkeys with ice cold water. After a while, another monkey made an attempt to obtain the banana. As soon as his foot touched the stairs, all of the other monkeys were sprayed with ice cold water. It’s wasn’t long before all of the other monkeys would physically prevent any monkey from climbing the stairs.
Now, the psychologists shut off the cold water, removed one monkey from the cage and replaced it with a new one. The new monkey saw the banana and started to climb the stairs. To his surprise and horror, all of the other monkeys attacked him. After another attempt and attack, he discovered that if he tried to climb the stairs, he would be assaulted. Next they removed another of the original five monkeys and replaced it with a new one. The newcomer went to the stairs and was attacked. The previous newcomer took part in the punishment with enthusiasm! Likewise, they replaced a third original monkey with a new one, then a fourth, then the fifth. Every time the newest monkey tried to climb the stairs, he was attacked.
The monkeys had no idea why they were not permitted to climb the stairs or why they were beating any monkey that tried. After replacing all the original monkeys, none of the remaining monkeys had ever been sprayed with cold water. Nevertheless, no monkey ever again approached the stairs to try for the banana.”
This experiment reminds me of another psychological phenomena termed Groupthink. The best way to explain groupthink is through the ‘Asch Experiment’.
The Linking Factor Between Ape Psychology, Groupthink And Company Policy
What all these things have in common is the adoption of a group mentality, which influences behavioural norms. Under these group conditions, conformity becomes paramount, to the point where rationality, logic and understanding goes out the window.
The original apes were classically conditioned, that is, they learned their behaviour through a negative reinforcement. However, the most important aspect of this experiment for organisations was the subsequent conditioning of the newly introduced apes. These apes were conditioned through observational learning, as they had no idea why they needed to attack the ape, but did so because they observed it as a social norm.
Similarly with the Asch experiment, the participant conformed to the groups answers as his desire for group harmony and acceptance outweighed the perceived benefit of challenging assumptions.
This is often the case in workplace environments, especially with new employees.
How Can We Avoid The Pitfalls Of These Concepts
While it might not be obvious (or violent) on the surface-level as the Ape or Asch experiments, managers need to recognise that these psychological influences are present, to some extent, in all group situations.
Often, managers can be so close to the action that they can’t see the bigger picture for what it is.
Consultants are therefore extremely valuable in this respect, as they are able to objective view and critique processes.
What can consultants learn from this?
- Challenge assumptions of your clients (in a respectful way) – just because a client has had a company policy for 10+ years that doesn’t mean it is the best policy.
- Reflect on policy – ensure that your client can justify and completely understand their policies and why they are in place.
For more training in being a wholistic consultant, see the MAUS Partner Program.
What can managers learn from this?
- Create an environment where challenging assumptions is acceptable and welcomed – this isn’t as simple as telling your employees they can challenge ideas. It might require managers to alter their reactions to feedback. In some organisations where there is a high preference for authority, superior employees are very defensive in their reactions to ideas from inferior workers, and so, it will deter those workers from wanting to challenge assumptions.
- Foster challenging through Devil’s Advocate exercises – undertake regular meetings to review policies. In these meetings you should rotate the role of Devil’s Advocate between employees. Through this, each employee feels they are expected to challenge ideas. It will also align your workforce with the perspective that challenging assumptions is beneficial to company progression and improvement.
Automated software systems such as MAUS HR Policies and Procedures can help manage these changes.
