Interesting Articles

[benji]

This was pretty hot, I got off often:
https://www.newyorker.com/magazine/2023/10/09/they-studied-dishonesty-was-their-work-a-lie

They Studied Dishonesty. Was Their Work a Lie?

Dan Ariely and Francesca Gino became famous for their research into why we bend the truth. Now they’ve both been accused of fabricating data.

Haaretz once called Ariely “the busiest Israeli in the world.” I met him several times in the past year, although he agreed to speak on the record mostly in writing. A stimulating and slightly unnerving interlocutor, he has coarse black bangs, tented eyebrows, and the frank but hooded aspect of an off-duty mentalist or a veteran card-counter. “Predictably Irrational” considerably expanded his sphere of influence. He started a lab at Duke called the Center for Advanced Hindsight, which was funded by BlackRock and MetLife. He had a wife and two young children in Durham, but spent only a handful of days a month in town. In a given week, he might fly from São Paulo to Berlin to Tel Aviv. At talks, he wore rumpled polos and looked as though he’d trimmed his hair with a nail clipper in an airport-lounge rest room. He has said that he worked with multiple governments and Apple. He had ideas for how to negotiate with the Palestinians. When an interviewer asked him to list the famous names in his phone contacts, he affected humility: “Jeff Bezos, the C.E.O. of Amazon—is that good?” He went on: the C.E.O.s of Procter & Gamble and American Express, the founder of Wikipedia. In 2012, he said, he got an e-mail from Prince Andrew, who invited him to the palace for tea. Ariely’s assistant had to send him a jacket and tie via FedEx. He couldn’t bring himself, as an Israeli, to say “Your Royal Highness,” so he addressed the Prince by saying “Hey.”

Ariely seemed to know everything and everyone. “What an amazing life to lead,” a former doctoral student in his lab said. “It was like ‘The Grand Budapest Hotel.’ ” He told people that he’d climbed Annapurna and rafted down the Mekong River. But he was also attentive. “Every single time I went into the room and interacted with Dan, it was unbelievably enjoyable,” the student said. At one talk, he auctioned off a hundred-dollar bill, with the stipulation that the second-highest bidder would also have to pay. The winner owed a hundred and fifty dollars; the loser owed a hundred and forty-five dollars for nothing. Both might have felt like idiots, but Ariely wasn’t scornful; he sympathized. His knowledge of human behavior could be burdensome. “It makes daily interactions a little difficult,” he said. “I know all kinds of methods to convince people to do things I want them to do.” He told me, “Just imagine that you could separate the people who are your real friends from the people who want something from you. . . . And now ask yourself if you really want to know this about them.”

One of his frequent collaborators was Francesca Gino, a rising star in the field. Gino is in her mid-forties, with dark curly hair and a frazzled aspect. She grew up in Italy, where she pursued a doctorate in economics and management. Members of her cohort remember her dedication, industry, and commitment. She first came to Harvard Business School as a visiting fellow, and, once she completed her Ph.D., in 2004, she stayed on as a postdoc. She later said that she went to Harvard for a nine-month stint and never left. This story elides a few detours. By the end of her postdoc, in 2006, she had yet to publish an academic paper, and Harvard did not extend an offer. One of her mentors at Harvard, a professor named Max Bazerman, helped make introductions; she eventually landed a postdoc at Carnegie Mellon. A senior colleague who knew her at the time told me, “That entire experience could plausibly have left her with a keen sense of the fragility and precariousness of academic careers.” At last, she seemed to find her footing, and it soon looked as though she could get almost any study to produce results. She secured a job at U.N.C., where she entered a phase of elevated productivity. According to her C.V., she published seven journal papers in 2009; in 2011, an astonishing eleven.

Ariely and Gino frequently collaborated on dishonesty. In the paper “The Dark Side of Creativity,” they showed that “original thinkers,” who can dream up convincing justifications, tend to lie more easily. For “The Counterfeit Self,” she and Ariely had a group of women wear what they were told were fake Chloé sunglasses—the designer accessories, in an amusing control, were actually real—and then take a test. They found that participants who believed they were wearing counterfeit sunglasses cheated more than twice as much as the control group. In “Sidetracked,” Gino’s first pop-science book, she seems to note that such people were not necessarily corrupt: “Being human makes all of us vulnerable to subtle influences.” In 2010, she returned to Harvard Business School, where she was awarded an endowed professorship and later became the editor of a leading journal. She dispensed page-a-day-calendar advice on LinkedIn: “Life is an unpredictable journey. . . . The challenge isn’t just setting our path, but staying on it amidst chaos.” She was a research consultant for Disney, and a speakers bureau quoted clients between fifty and a hundred thousand dollars to book her for gigs. In 2020, she was the fifth-highest-paid employee at Harvard, earning about a million dollars that year—slightly less than the university’s president.

Gino drew admiring notice from those who could not believe her productivity. The business-school professor said, “She’s not just brilliant and successful and wealthy—she has been a kind, fun person to know. She was well liked even by researchers who were skeptical of her work.” But she drew less admiring notice, too—also from people who could not believe her productivity. As one management scholar told me, “You just cannot trust someone who is publishing ten papers a year in top journals.” Other co-authors, as collateral beneficiaries, weren’t sure what to think. One former graduate student thought that she caught Gino plagiarizing portions of a literature review, but tried to convince herself that it was an honest error. Later, in a study for a different paper, “Gino was, like, ‘I had an idea for an additional experiment that would tie everything together, and I already collected the data and wrote it up—here are the results.’ ” The former graduate student added, “My adviser was, like, ‘Did you design the study together? No. Did you know it was going to happen? No. Has she sent you the data? No. Something off is happening here.’ ” (Gino declined to address these allegations on the record.)

In late 2010, Gino was helping to coördinate a symposium for an Academy of Management conference, on “behavioral ethics,” which listed Ariely as a contributor. At the time, Gino and Bazerman were researching moral identity. Ariely’s findings with the car-insurance company remained unpublished, but his talks had made the rounds, and his field study seemed like the perfect companion piece for joint publication. “I suggest we add them as co-authors and write up the paper for a top tier journal,” Gino later wrote, by e-mail.

The paper, which was published in 2012, became an event. Signing the honesty pledge at the beginning, Ariely found, reduced cheating by about ten per cent. The Obama Administration included the paper’s findings in an annual White House report. Government bodies in the U.K., Canada, and Guatemala initiated studies to determine whether they should revise their tax forms, and estimated that they might recoup billions of dollars a year. Kahneman told me that he saw no reason to disbelieve the results, which were clearly compatible with the orientation of the field. “But many things that might work don’t,” he told me. “And it’s not necessarily clear a priori.”