At the time, the dominant view in the field of psychology assumed that human decision-making was a thoroughly logical process, driven by a constant calculation of probabilities and costs and benefits. The reaction to that botched deal made Langer suspect something very different.
To test this, she ran a study in which she set up a lottery and varied the terms by which people got their tickets. She found that subjects valued their tickets much more when they were allowed to choose them, even though that did nothing to increase their chances of winning. She called this “the illusion of control.”
Langer followed this up by looking at the often meaningless factors that determine how people evaluate information. In one study, conducted with Benzion Chanowitz and Arthur Blank, she had experimenters approach people who were using a Xerox machine and ask to cut in to make copies. They found that people were more likely to let someone cut if offered a reason – but, intriguingly, it did not matter if the reason made sense. People were as receptive to a meaningless reason (“to make copies”) as a valid one (“I’m in a rush”).
“It is not that people don’t hear the request,” Langer wrote in “Mindfulness,” “they simply don’t think about it actively.”
The above is from a profile of me that ran in the Boston Globe a few days ago. You can read the rest of it here.