Why do people rush to grab salt? Why do they insult the Japanese?
What do people think in this incident?
The classic work "The Crowd: A Study of the Popular Mind" may provide us with some answers.
This book was published by French medical doctor Gustave Le Bon in 1895. It first introduced the concept of "crowd" and detailed the psychological characteristics of crowds. Le Bon advocated that when people have the same psychological demands, they are prone to form a crowd. At this time, their intelligence may decrease, become impulsive, and their confidence may multiply. The leader of the crowd must be a person with strong will, who can constantly repeat their assertions and guide the crowd through emotional contagion.
Le Bon's background is quite interesting in relation to the reception of this book. He was not a professional sociologist, but his broad interests led him to conduct this pioneering research. Although he initially faced criticism and doubt, history has proven the correctness of his views on crowd psychology, making him like a prophet.
The core content of this book includes:
- Definition of "crowd";
- Psychological characteristics of crowds;
- Formation and development process of crowds;
- Characteristics of "leaders" in crowds.
First, Le Bon's analysis of crowds is different from the general concept. He believes that just because people are in the same place does not mean they have the characteristics of a "crowd". The key lies in common emotions and psychological reactions, which constitute a true "crowd".
Take a crowd in a square as an example. Although they are in the same location, each person has different points of focus. When a sudden event (such as an earthquake) occurs, the common psychology of escape unites them into a crowd.
Crowds are not only physical gatherings. Even if they are geographically dispersed, as long as they share emotions and psychology, they can also be considered a crowd. For example, dispersed stock investors form a crowd due to shared emotions.
Tightly organized groups such as the military and company employees do not fit the concept of "crowd". They follow rules, are managed, and act according to instructions. However, they can also belong to another crowd. For example, they may be restricted by company rules during working hours but participate in other activities (such as pyramid schemes) after work, forming another crowd.
In general, Le Bon believes that shared emotions and psychology create true "crowds". This psychology drives them to exhibit unique behaviors in certain situations.
Second, Le Bon believes that when many individuals gather into a crowd, they will exhibit psychological characteristics that are completely different from individual behavior. So, what unique psychological characteristics do crowds have? Here are the three main characteristics summarized by Le Bon:
1. Decreased intelligence of the crowd: When many people gather into a crowd, their intelligence is not the sum of individual intelligence. On the contrary, Le Bon believes that the intelligence of the crowd is much lower than the average intelligence of individuals, and it may even be influenced by the person with the lowest intelligence in the crowd. In a crowd, people tend to exhibit irrational, simplified, and illogical thinking. They are more easily attracted to simple and clear assertions, while ignoring the evidence and arguments behind them.
2. Overconfidence and reckless behavior: Compared to individuals acting alone, individuals in a crowd are more likely to take bolder and more reckless actions. This is because the crowd provides a sense of power and anonymity, making individuals feel that they do not need to take responsibility for their actions.
3. Emotional and impulsive: The behavior of crowds is often driven by emotions. Under the impetus of strong emotions, crowds tend to take action quickly rather than engage in discussions.
Third, Le Bon discusses in detail how crowds are formed and why they are so difficult to predict and control. In his view, there are two main driving forces for the formation of crowds: long-term "indirect factors" and sudden "direct factors".
Consider the French Revolution. The spread of political ideas such as freedom, equality, and fraternity for hundreds of years provided sufficient psychological preparation for the revolution. When the Bastille was attacked, this momentary event became the spark that ignited the revolutionary emotions of the French people, leading to the overthrow of the monarchy.
However, Le Bon warns that although crowds may be mobilized under a clear slogan, due to the ambiguity of these slogans, the actions of the crowd often deviate greatly from the initial goals. For example, fans may gather to watch a game, but they may end up fighting with fans of the opposing team. (This is also why manipulating mass movements is easy to backfire; this is also why even if you want to protest against Japan's discharge of nuclear wastewater in the country, you will not be allowed.)
However, Le Bon also emphasizes that we cannot simply moralize and evaluate crowd behavior. The crowd itself does not represent good or bad, but it is indeed susceptible to external guidance and manipulation. The key lies in how leaders can guide the crowd correctly.
Finally, Le Bon analyzes the characteristics of leaders in crowds. He categorizes them into two types: short-term and long-term leaders. Short-term leaders, such as leaders in specific situations, internet celebrities, or idol stars, can mobilize people, but their influence quickly fades when the situation disappears. Long-term leaders, such as Napoleon, maintain their influence even after their death. Strong willpower is the key to becoming a long-term leader.
Le Bon's three magic weapons: assertion, repetition, contagion
Assertion: Leaders need to make concise and direct assertions that cater to the needs of the crowd, without the need for evidence or reasoning.
Repetition: Continuously and repeatedly emphasize the assertions until they are deeply ingrained in people's minds. As Goebbels said, a lie repeated a hundred times becomes the truth.
Emotional contagion: Using strong emotions, such as fear and anger, which are the most intense emotions, to infect and mobilize the masses. Are the current actions of protesting against Japan's nuclear wastewater and rushing to grab salt driven by anger and fear?
Previously, another book I interpreted, "The Call of the Soul: The Great Panic of Chinese Witchcraft in 1768," discussed how the emotion of fear quickly spread throughout the country.
The phenomena of mass psychology described in "The Crowd" are not only helpful for us to understand many social phenomena, but also help us understand market psychology in daily investments. Why do ordinary people always chase after rising prices and sell when prices fall? Why do cycles persist? Why is the surge and subsequent decline of the US stock market and the Chinese real estate market so drastic and terrifying?
Finally, I will list a few classic quotes from the book:
Crowds only do two things - add flowers or throw stones.
In the eternal conflict with reason, emotions have never missed their mark.
Quantity is justice.
Mastering the art of influencing the imagination of the masses is also mastering the art of ruling them.
Arrogance and prejudice are common to all types of crowds.
What influences the imagination of the masses is not the facts themselves, but the way they occur and attract attention.
Civilization has always been created by a minority of the educated aristocracy, not the masses.
Great politicians of all ages and countries, including the most despotic tyrants, regard the imagination of the masses as the basis of their power, and they have never imagined ruling by opposing it. To master this skill, one must not rely on intelligence or reasoning, in other words, one must not use argumentation.
The accumulation of crowds is only the accumulation of stupidity, and true wisdom is drowned in the stupid flood.
Crowds are not good at reasoning but are eager to take action.