ArticlePublisher preview available

Social perception and influence of lies vs. bullshit: a test of the insidious bullshit hypothesis

Authors:
To read the full-text of this research, you can request a copy directly from the authors.

Abstract and Figures

Although a ubiquitous social behavior, little is known about bullshitting (i.e., communicating with no regard for truth and/or evidence) and its effects on social perception and influence. Although bullshit and lies are viewed as undesirable, the distinction may have important implications for social influence. Frankfurt’s (1986) insidious bullshit hypothesis (i.e., bullshitting is evaluated less negatively, but more insidious, than lying) is examined in light of social perception (i.e., evaluation and perceived motives; Experiment 1) and social influence (Experiment 2). Results suggest bullshitting is evaluated less negatively than lying and identifies ignorance, dishonesty, and opinion expression as mediators of a bullshit/lie-evaluation link. Furthermore, relative to lies, bullshit appears to have a more potent impact on that which is perceived to be true as well as attitudes formed for novel attitude objects.
This content is subject to copyright. Terms and conditions apply.
Social perception and influence of lies vs. bullshit: a test
of the insidious bullshit hypothesis
John V. Petrocelli
1
&Haley E. Silverman
1
&Samantha X. Shang
1
Accepted: 17 August 2021
#The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2021
Abstract
Although a ubiquitous social behavior, little is known about bullshitting (i.e., communicating with no regard for truth and/or
evidence) and its effects on social perception and influence. Although bullshit and lies are viewed as undesirable, the distinction
may have important implications for social influence. Frankfurts (1986) insidious bullshit hypothesis (i.e., bullshitting is
evaluated less negatively, but more insidious, than lying) is examined in light of social perception (i.e., evaluation and perceived
motives; Experiment 1) and social influence (Experiment 2). Results suggest bullshitting is evaluated less negatively than lying
and identifies ignorance, dishonesty, and opinion expression as mediators of a bullshit/lie-evaluation link. Furthermore, relative
to lies, bullshit appears to have a more potent impact on that which is perceived to be true as well as attitudes formed for novel
attitude objects.
Keywords Bullshit .Bullshitting .Lying .Social perception .Attitude .Persuasion
Bullshitting involves intentionally or unintentionally, con-
sciously or unconsciously, communicating with little to no
regard or concern for truth, genuine evidence, and/or
established semantic, logical, systemic, or empirical knowl-
edge (Frankfurt, 1986; Petrocelli, 2018). As such, bullshitting
is often characterized by, but not limited to, using rhetorical
strategies designed to disregard truth, evidence and/or
established knowledge, such as exaggerating or embellishing
ones knowledge, competence, or skills in a particular area or
talking about things of which one knows nothing about in
order to impress, fit in with, influence, or persuade others.
Frankfurt (1986) surmised that bullshit is unavoidable
whenever circumstances require one to talk about things he/
she knows little to nothing about. When a persons obligations
to speak about a topic are more extensive than his/her knowl-
edge of the facts relevant to that topic, bullshit is often the
result. In fact, it is well established that people are perfectly
willing to offer judgments and opinions about that which they
could not possibly know anything about (e.g., Herr, Sherman,
& Fazio, 1983). Although people appear to feel obligated to
have an opinion about everything, they cannot possibly have
an informed opinion about everything, and therefore, bullshit
is continually produced (Petrocelli, 2018). Given that
bullshitting is almost unavoidable (Allen, Allen, & McGoun,
2012; Frankfurt, 1986; Morgan, 2010), it is surprising that
little empirical knowledge about the behavior exists.
Although it appears to be an inevitable social behavior and
a salient feature of our culture (Law, 2011;Penny,2005), and
bullshit can be misperceived as something profound
(Pennycook, Cheyne, Barr, Koehler, & Fugelsang, 2015;
Pfattheicher & Schindler, 2016; Sterling, Jost, & Pennycook,
2016), the potential utilities of bullshitting remain unexam-
ined. A better understanding of the social perception of bull-
shit, and its influence on attitudes relative to lies, sheds im-
portant light on the potential antecedents and communicative
functions of bullshitting behavior. The current investigation
examines potential consequences of bullshitting relative to
lying and the effects they have on social influence.
Bullshitting Vs. Lying
Bullshitting is distinct from lying (Frankfurt, 1986). The liar
knows the truth and communicates with respect to the goal of
detracting others from the facts. On the other hand, the bullshitter
has no regard for evidence in support of what he/she believes to
be true. In fact, what the bullshitter communicates may be true,
but the bullshitter wouldnt know whether or not he/she is
*John V. Petrocelli
petrocjv@wfu.edu
1
Department of Psychology, Wake Forest University, P.O. Box 7778,
Winston-Salem, NC 27109, USA
https://doi.org/10.1007/s12144-021-02243-z
/ Published online: 3 September 2021
Current Psychology (2023) 42:9609–9617
Content courtesy of Springer Nature, terms of use apply. Rights reserved.
... Although bullshitting is not regarded as negatively as lying (Frankfurt, 1986;Petrocelli, Silverman, & Shang, 2020), bullshitting is still a socially undesirable behaviour. Why, then, do people appear to engage in the behaviour so frequently? ...
... However, not only do social perceivers appear to recognize essential differences between bullshitters and liars and respond to bullshitters with much less disdain, social perceivers tend to view bullshitters as relatively more ignorant, likely expressing their opinions, and trying to impress others than they do liars (Petrocelli et al., 2020). Bullshitters also avoid the judgements of dishonesty and untrustworthiness that liars inherit (Frankfurt, 1986;Petrocelli et al., 2020). ...
... However, not only do social perceivers appear to recognize essential differences between bullshitters and liars and respond to bullshitters with much less disdain, social perceivers tend to view bullshitters as relatively more ignorant, likely expressing their opinions, and trying to impress others than they do liars (Petrocelli et al., 2020). Bullshitters also avoid the judgements of dishonesty and untrustworthiness that liars inherit (Frankfurt, 1986;Petrocelli et al., 2020). Furthermore, Petty (1997) and Petty and Wegener (1999) have argued persuasively that variables affecting motivation and/or ability to process a message in a relatively objective manner can do so by either enhancing or reducing argument scrutiny. ...
Article
Full-text available
Although generally viewed as a common and undesirable social behaviour, very little is known about the nature of bullshitting (i.e., communicating with little to no regard for evidence or truth; Raritan Q Rev 6, 1986, 81); its consequences; and its potential communicative utility. Specifically, it is hypothesized that bullshitting may be may be relatively influential under specified conditions. Experiment 1 participants were exposed to a traditional persuasion paradigm, receiving either strong or weak arguments in either an evidence-based or bullshit frame. Experiment 2 also incorporated a manipulation of a peripheral route cue (i.e., source attractiveness). Findings demonstrate that bullshitting can be an effective means of influence when arguments are weak, yet undermine persuasive attempts when arguments are strong. Results also suggest that bullshit frames may cue peripheral route processing of persuasive information relative to evidence-based frames that appear to cue central route processing. Results are discussed in light of social perception and attitude change.
Article
Full-text available
In a world where exposure to untrustworthy communicators is common, trust has become more important than ever for effective marketing. Nevertheless, we know very little about the long‐term consequences of exposure to untrustworthy sources, such bullshitters. This research examines how untrustworthy sources—liars and bullshitters—influence consumer attitudes toward a product. Frankfurt's (1986) insidious bullshit hypothesis (i.e., bullshitting is evaluated less negatively than lying but bullshit can be more harmful than are lies) is examined within a traditional sleeper effect—a persuasive influence that increases, rather than decays over time. We obtained a sleeper effect after participants learned that the source of the message was either a liar or a bullshitter. However, compared to the liar source condition, the same message from a bullshitter resulted in more extreme immediate and delayed attitudes that were in line with an otherwise discounted persuasive message (i.e., an advertisement). Interestingly, attitudes returned to control condition levels when a bullshitter was the source of the message, suggesting that knowing an initially discounted message may be potentially accurate/inaccurate (as is true with bullshit, but not lies) does not result in the long‐term discounting of that message. We discuss implications for marketing and other contexts of persuasion. This article is protected by copyright. All rights reserved.
Article
Full-text available
Although generally viewed as a common and undesirable social behaviour, very little is known about the nature of bullshitting (i.e., communicating with little to no regard for evidence or truth; Raritan Q Rev 6, 1986, 81); its consequences; and its potential communicative utility. Specifically, it is hypothesized that bullshitting may be may be relatively influential under specified conditions. Experiment 1 participants were exposed to a traditional persuasion paradigm, receiving either strong or weak arguments in either an evidence-based or bullshit frame. Experiment 2 also incorporated a manipulation of a peripheral route cue (i.e., source attractiveness). Findings demonstrate that bullshitting can be an effective means of influence when arguments are weak, yet undermine persuasive attempts when arguments are strong. Results also suggest that bullshit frames may cue peripheral route processing of persuasive information relative to evidence-based frames that appear to cue central route processing. Results are discussed in light of social perception and attitude change.
Article
Full-text available
This study evaluated the psychometric properties of the Organizational Bullshit Perception Scale (OBPS) using two samples of employees of organizations in various sectors. The scale is designed to gauge perceptions of the extent of organizational bullshit that exists in a workplace, where bullshit is operationalized as individuals within an organization making statements with no regard for the truth. Analyses revealed three factors of organizational bullshit, termed regard for truth, the boss and bullshit language. The three factors are consistent with existing literature in the field of organizational bullshit and offer further insight into how employees view workplace bullshit. The OBPS constitutes three subscales measuring these factors. Future researchers should seek to validate the OBPS and further develop the identified factors of organizational bullshit.
Article
Full-text available
Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
Article
Full-text available
Bullshit is a ubiquitous communication practice that permeates many dimensions of organizational life. This essay outlines different understandings of bullshit and discusses their significance in the context of organization studies. While it is tempting to reject bullshit as corrosive to rational organizational practice, we argue that it is necessary to understand its organizational significance and performative nature more systematically. We outline different social functions of bullshit focusing on two particular types of managerial practices in which bullshit is likely to play a significant role: commanding and strategizing. On this backdrop, we consider bullshit in terms of the messages, senders and receivers involved, focusing especially on the dynamics between these dimensions in the context of organizations. The final part of this essay debates the reasons why bullshit, which is recognized by organizational members, is rarely called and rejected explicitly.
Article
Full-text available
Bullshit is a ubiquitous communication practice that permeates many dimensions of organizational life. This essay outlines different understandings of bullshit and discusses their significance in the context of organization studies. While it is tempting to reject bullshit as corrosive to rational organizational practice, we argue that it is necessary to understand its organizational significance and performative nature more systematically. We outline different social functions of bullshit focusing on two particular types of managerial practices in which bullshit is likely to play a significant role: commanding and strategizing. On this backdrop, we consider bullshit in terms of the messages, senders and receivers involved, focusing especially on the dynamics between these dimensions in the context of organizations. The final part of this essay debates the reasons why bullshit, which is recognized by organizational members, is rarely called and rejected explicitly.
Article
Full-text available
To benefit from information provided by others, people must be somewhat credulous. However, credulity entails risks. The optimal level of credulity depends on the relative costs of believing misinformation versus failing to attend to accurate information. When information concerns hazards, erroneous incredulity is often more costly than erroneous credulity, as disregarding accurate warnings is more harmful than adopting unnecessary precautions. Because no equivalent asymmetry characterizes information concerning benefits, people should generally be more credulous of hazard information than of benefit information. This adaptive negatively-biased credulity is linked to negativity bias in general, and is more prominent among those who believe the world to be dangerous. Because both threat sensitivity and dangerous-world beliefs differ between conservatives and liberals, we predicted that conservatism would positively correlate with negatively-biased credulity. Two online studies of Americans support this prediction, potentially illuminating the impact of politicians’ alarmist claims on different portions of the electorate. To read the complete paper, visit danielmtfessler.com.
Article
Although it appears to be a common social behavior, very little is known about the nature of bullshitting (i.e., communicating with little to no regard for evidence, established knowledge, or truth; Frankfurt, 1986) and the social conditions under which it is most likely to occur. The current investigation examines specific antecedents of bullshitting, particularly examining topic knowledge, evidence for or against an obligation to provide an opinion hypothesis, and an ease of passing bullshit hypothesis. Experiment 1 suggests that bullshitting is augmented only when both the social expectations to have an opinion, and the cues to show concern for evidence, are weak. Experiment 2 demonstrates that bullshitting can also be attenuated under conditions of social accountability. Results are discussed in light of social perception, attitude change, and new directions aimed at reducing the unwanted effects of bullshitting.