We trust people we ought not to, we avoid people who really are perfectly nice, we hire people who are not all that competent – all because we fail to recognise situational forces that may be operating on the person’s behaviour.
Guidance is offered in dealing with the significant implications of this error:
Pay more attention to context. This will improve the odds that we’ll correctly identify situational factors that are influencing our behaviour and that of others.
Realise that situational factors usually influence our behaviour and that of others more than they seem to, whereas dispositional factors are usually less influential than they seem.
Realise that other people think their behaviour is more responsive to situational factors than you’re inclined to think – and they’re more likely to be right than you are.