Moral Values and the Fiscal Cliff

By Jonathan Haidt, Thomas Cooley Professor of Ethical Leadership, and Hal Movius

Each side has its own experts, facts and forecasts that yield different conclusions about, say, whether tax increases will slow growth. This invariably stalls policymaking before it even gets a real start.

By Jonathan Haidt, Thomas Cooley Professor of Ethical Leadership, and Hal Movius

The fiscal cliff negotiations remind us of the long-running game show “Beat the Clock.” Couples had to perform a stunt, such as tying their shoelaces together using only their left hands, before a large clock ticked down to zero. The host would often introduce a twist at the last minute, something like, “Oh, and one more thing, you have to do this while members of the audience throw tomatoes at you.”

President Obama and House Speaker John Boehner must do something far harder than tying their shoelaces together before the clock ticks down to January 1. They have to reach a deal themselves, and then convince majorities in the House and Senate to go along. Oh, and one more thing, they have to do this while being pilloried by their respective bases. What can they do to improve their odds of beating the clock? Moral psychology can help.

Human beings are “super-cooperators,” the only species on the planet that can form cohesive teams out of non-siblings. Part of our evolved mental toolkit for teamwork is our ability to make something sacred—a rock, a tree, a flag, a person or a principle—and then circle around it, literally or figuratively. It’s not just religions that do this. Sports teams, fraternities, political parties and nations at war all enhance their cohesiveness by generating heroes, taboos and pledges to uphold certain ideals or commitments.

But the psychology of sacredness makes it harder for negotiators to execute tradeoffs in a utilitarian way. When the Republican presidential candidates all said they would walk away from a deal that offered 10 dollars of spending cuts for each dollar of tax increases, they revealed that tax increases had become a form of sacrilege for the Republican Party—though the recent moves by several Republicans to disavow Grover Norquist’s tax pledge suggest this might be changing.

Sharing moral commitments helps teams to function cohesively, but it also blinds them to reality. They select arguments and narratives that support their preferred policies while denying facts that threaten or contradict their commitments. They sometimes vote for symbolism over substance, even when it harms their material interests or long-term goals. High-stakes negotiations are hard enough, but when sacred values are in play, the odds of success go way down. (Just ask the Israelis and Palestinians.)

So what can our political leaders do to convince their supporters to accept a deal averting the fiscal cliff?

Read full article as published in The Washington Post