As Rolf’s book hit number one on the bestseller list, he received a peculiar request from his publisher. An acquaintance’s title was on the cusp of entering the top ten, and they were convinced that his testimonial could push it into the rankings.
It’s fascinating, isn’t it? The power of a simple, glowing endorsement. Everyone knows that only the most positive comments make their way onto a book’s jacket. (And yes, the very book in your hands is no exception to this rule.) A rational reader should take such praise with a grain of salt, especially when contrasting it with the inevitable criticism that lurks elsewhere, often tucked into corners of obscure reviews. Yet, despite this knowledge, he has written countless testimonials for books, never hesitating to offer his support. However, he faltered when it came to a competitor, someone potentially vying for the same position on the bestseller list. Would writing a recommendation hurt him? Could his endorsement inadvertently push a rival into his space?
At that moment, Rolf realized something profound: social comparison bias was at play. This innate tendency to hold back support from those who might surpass us, even if it’s ultimately counterproductive, is a powerful force.
The Ubiquity of Social Comparison Bias
Social comparison bias is a psychological phenomenon where individuals assess themselves in relation to others, shaping their self-perception and decisions. This process is deeply ingrained in human nature, dating back to evolutionary times when social hierarchies and group dynamics played a critical role in survival. As a result, our need to gauge our position within society often leads to actions and behaviors that are influenced more by external factors than by our intrinsic goals and values.
In the context of professional settings, social comparison bias can manifest in subtle, everyday decisions. Take the example of a book endorsement. A prominent author, for instance, may write a glowing review for a peer’s book, expecting their endorsement to help boost the book’s sales. Despite knowing that such praise is biased—since only positive testimonials appear on book jackets—the endorsement can be compelling, influencing the potential buyer’s decision. This effect is not based on the book’s content but rather on the recognition and status of the person giving the endorsement.
The bias occurs because the endorser’s success, wealth, or influence is unconsciously seen as a reliability marker. Readers may reason, “If a successful author endorses this book, it must be valuable.” This shows how deeply social comparison bias affects our judgments. Rationality would dictate that we read reviews and critiques from multiple sources, balancing praise with criticism. Yet, the weight we place on the success of others can override our ability to think independently.
Social comparison bias becomes even more pronounced in highly competitive fields, such as academia or business, where people continuously compare themselves to their peers to gauge their worth. The desire to maintain or improve one’s status compared to others often leads to unhealthy dynamics, fostering environments where cooperation and constructive feedback are replaced by rivalry and defensiveness.
The Impact on Academia
Academia, where scholars continuously strive to build their reputation through publications, is an environment rife with social comparison bias. The more established an academic becomes, the more they are asked to review others’ work, often influencing whether or not a paper is accepted for publication. These reviews are supposed to be objective evaluations of quality, but they can easily become distorted by personal biases and competition.
When a young researcher with fresh ideas and groundbreaking discoveries submits a paper that challenges the prevailing theories, social comparison bias comes into play. Senior researchers may evaluate the paper with disproportionate scrutiny, fearing the work might outshine their contributions. Instead of fostering an open, collaborative academic environment, the bias leads to a defensive stance. The seasoned expert, whose place at the top of their field has been earned over years of hard work, may feel threatened by the potential rise of a new rival. This defensiveness often leads to overly harsh reviews, unjust rejections, or a lack of support for innovative ideas.
This tendency isn’t always conscious. Often, it’s an automatic response triggered by a deep-seated fear of being displaced. However, such actions hinder scientific progress, discouraging younger scholars from challenging outdated ideas and pushing the boundaries of knowledge. This is especially problematic in a field where innovation and fresh perspectives are essential for advancement.
Such bias perpetuates status quo thinking, where only certain ideas are given airtime, often those that align with the dominant paradigms. Over time, this limits the field’s overall growth. By shutting out new talent and ideas, academic fields risk stagnation. As a result, a cycle of unchallenged ideas and outdated research proliferates, diminishing the quality and impact of academic work.
Social Comparison Bias in Business and Startups
In business, particularly within startups, social comparison bias can be a powerful driver of decisions with far-reaching consequences. When companies are in their early stages, the leadership team is often small, and every decision counts. One key area where this bias comes into play is the hiring process. Leaders are often faced with hiring individuals who may be more skilled or capable than themselves versus hiring those of a similar or lesser caliber.
Guy Kawasaki, a former Chief Evangelist at Apple, offers valuable advice. He suggests that “A-players hire people even better than themselves.” In contrast, B-players—individuals who may be competent but are insecure about their abilities—often hire C-players, less skilled people, to maintain a sense of superiority. Kawasaki warns that this creates a dangerous cycle of mediocrity, where a company that could be filled with innovation instead becomes bogged down by underperformance.
The social comparison bias leads to this behavior because B-players fear that hiring someone more skilled than they are might threaten their position or status within the company. As a result, they choose less capable candidates, ensuring their competence is not overshadowed. This mentality can ultimately result in a “bozo explosion”—an organization filled with mediocre talent, which ultimately harms the company’s ability to innovate and grow.
Moreover, hiring less skilled individuals reinforces the Dunning-Kruger effect, where those with low abilities overestimate their skills and fail to recognize their shortcomings. Poor decisions are often compounded in this environment, leading to a vicious cycle of incompetence. Over time, the company loses its competitive edge, and the lack of talent at the top levels cascades down through the ranks.
What starts as a small hiring mistake grows into a company-wide issue, affecting everything from strategy and execution to innovation and customer service. The organization’s inability to break free from the cycle of mediocrity creates an environment where the best ideas and the brightest talent are stifled.
The Dunning-Kruger Effect: A Vicious Cycle
The Dunning-Kruger effect is a psychological phenomenon where individuals with limited knowledge or competence in a specific area tend to overestimate their abilities. This effect plays a significant role in the perpetuation of social comparison bias, especially in workplaces and organizations where decision-making is influenced by perceived competence.
Those who suffer from the Dunning-Kruger effect are often unaware of their limitations. They may confidently make decisions or offer advice well beyond their capabilities, assuming they know more than they do. This illusory superiority leads to poor judgment, which can negatively affect the quality of work, the efficiency of teams, and the overall direction of a company.
In the context of hiring, individuals who overestimate their abilities might surround themselves with people who are even less qualified, reinforcing their belief in their competence. This creates a cycle of diminishing returns, where incompetence at the top trickles down throughout the organization. What starts as a simple hiring decision becomes a broader cultural issue, where mediocrity becomes the standard, and the ability to identify and nurture talent becomes almost impossible.
The Dunning-Kruger effect also relates to the larger concept of social comparison bias. Individuals who suffer from this effect are more likely to make decisions based on perceived comparisons to others rather than objective metrics of skill or performance. This affects hiring practices and how people evaluate their peers, competitors, and even their abilities. The result is a workplace where talent is undervalued, limited growth opportunities, and the company becomes less competitive.
A Lesson from Isaac Newton
Isaac Newton’s story powerfully counters the behaviors driven by social comparison bias. When Newton was still a young scholar, he shared his research with his professor, Isaac Barrow. Rather than feeling threatened by Newton’s potential, Barrow saw growth and improvement opportunities. In rare humility, Barrow resigned from his position and became Newton’s student, recognizing that Newton’s intellectual abilities far outstripped his own.
This gesture is an extraordinary example of how true leadership and brilliance lie in the ability to step aside for the greater good. It highlights a profound understanding that fostering new talent and encouraging more capable people will lead to long-term success, even if it means relinquishing personal power. In the world of academia and business, such selflessness is increasingly rare. Leaders, whether professors or CEOs, rarely give up their positions to allow someone else to take charge, even when it is in the best interest of the institution or organization.
Newton’s rise to prominence was not a result of an academic system that stifled talent but rather one that encouraged it. Barrow’s willingness to embrace his young protégé was not only an act of generosity but also a demonstration of true leadership—understanding that the future of the field depended on nurturing the next generation of scholars. This example underscores the importance of prioritizing the success of others, even at the expense of one’s position.
Embracing the Up-and-Comers
The most effective leaders, thinkers, and innovators understand the value of surrounding themselves with those who can surpass them. This may seem counterintuitive, especially when faced with the fear of being overshadowed, but in the long run, it is the key to lasting success. By fostering a culture of excellence, where individuals are encouraged to grow beyond the achievements of their mentors and leaders, organizations and fields can continue to evolve and thrive.
Leaders who embrace this mindset recognize that the most successful teams are not made up of people who think alike but rather those who challenge each other, offering new perspectives and ideas. Surrounding yourself with people who are smarter, more talented, and more innovative than you are forcing you to continually improve and adapt. In the end, this cycle of growth benefits everyone involved, leading to a more dynamic, successful organization.
By overcoming social comparison bias and embracing the potential of those around you, you ensure that progress is a fleeting achievement and a lasting legacy. Whether in academia, business, or any other field, the most successful people help others rise to their full potential, knowing that their success will ultimately be defined by the success of those they have mentored and nurtured.
Conclusion
Social comparison bias poses a significant challenge in our personal and professional lives, hindering collaboration, growth, and innovation. Recognizing this bias allows us to break free from its constraints and embrace the value of collaboration and learning from those who excel in their fields. By fostering talent and surrounding ourselves with individuals who surpass our abilities, we pave the way for long-term success and contribute to a more vibrant and dynamic society. Let us overcome social comparison bias and create a culture that celebrates and learns from the brilliance of others.
This article is part of The Art of Thinking Clearly Series based on Rolf Dobelli’s book.