Why are people rushing to buy salt? Why are they insulting Japanese people?
What do people think about this incident?
The classic work on the psychology of crowds, "The Crowd: A Study of the Popular Mind," may provide us with some answers.
This book was published in 1895 by French medical doctor Gustave Le Bon. It was the first book to explicitly introduce the concept of "crowds" and reveal the psychological characteristics of crowds in detail. Le Bon argues that when people have the same psychological demands, they are prone to forming crowds. At this time, their intelligence may decrease, becoming impulsive and overly confident. The leader of the crowd must be resolute and able to repeatedly assert their claims, guiding the crowd through emotional influence.
Le Bon's background is quite interesting in relation to the reception of this book. He was not a professional sociologist, but his wide-ranging interests led him to conduct this groundbreaking 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 "crowds"
- Psychological characteristics of crowds
- Formation and development process of crowds
- Characteristics of "leaders" in crowds
Firstly, Le Bon's analysis of crowds differs from the general concept. He believes that simply being in the same location does not mean that people possess the characteristics of a "crowd." The key lies in shared 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, their shared instinct for survival unites them as a crowd.
Crowds are not just physical gatherings. Even if they are geographically dispersed, as long as they share emotions and psychology, they can still be considered a crowd. For example, dispersed stock market investors form a crowd due to shared emotions.
Tightly organized groups such as the military and company employees do not fit the concept of a "crowd." They follow rules, are managed, and act according to instructions. However, they can also belong to other crowds. 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 summary, Le Bon believes that shared emotions and psychology create true "crowds." This psychology drives them to exhibit unique behaviors in certain situations.
Secondly, Le Bon believes that when many individuals gather into a crowd, they 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:
-
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 a 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, ignoring the evidence and arguments behind them.
-
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.
-
Emotional and impulsive behavior: The behavior of a crowd is often driven by emotions. Under the impetus of strong emotions, crowds tend to take action quickly rather than engage in discussion.
Furthermore, Le Bon explores 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 behind 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 over 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 can be mobilized under a clear slogan, the actions of the crowd often deviate greatly from the initial goals due to the ambiguity of these slogans. 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 China, you will not be allowed to do so.)
However, Le Bon also emphasizes that we cannot simply moralize crowd behavior. Crowds themselves do not represent good or bad, but they are indeed easily influenced and manipulated by external forces. The key lies in how leaders can guide crowds 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 changes. Long-term leaders, such as Napoleon, maintain their influence even after death. Strong willpower is the key to becoming a long-term leader.
Le Bon's three key strategies: assertion, repetition, and contagion
Assertion: Leaders should make concise and direct assertions that cater to the demands 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 powerful emotions, to infect and mobilize the masses. Are the current actions of protesting against Japan's nuclear wastewater and rushing to buy salt driven by anger and fear?
Another book I previously interpreted, "The Call of the Soul: The Great Panic of Chinese Sorcery in 1768," discusses 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 useful for understanding market psychology in daily investments. Why do ordinary people always chase after rising prices and sell when prices fall? Why do cycles persist? Why do we need to stand against the crowd in our investments?
The pattern of mass psychology also helps us understand why the capital market tends to experience extreme rises or falls and is not easily in a middle state. Why do US stocks and the Chinese real estate market experience such drastic increases, followed by terrifying declines?
Finally, here are a few classic quotes from the book:
"Crowds only do two things - add flowers or throw stones."
"In the eternal conflict between reason and emotion, emotion has never lost."
"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 small aristocratic class of knowledge, not by crowds."
"All great politicians of all times and countries, including the most arrogant tyrants, regard the imagination of the masses as the foundation of their power. 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 never use argumentation."
"The accumulation of crowds is just the accumulation of stupidity, and true wisdom is drowned in the flood of stupidity."
"Crowds are not good at reasoning but are eager to take action."