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| title | chunk | source | category | tags | date_saved | instance |
|---|---|---|---|---|---|---|
| Cognitive inertia | 2/4 | https://en.wikipedia.org/wiki/Cognitive_inertia | reference | science, encyclopedia | 2026-05-05T09:57:22.921691+00:00 | kb-cron |
where p(a) and p(b) refer to the initial opinions, before the communication induced changes. This formula was used by McGuire to show that the effect of a persuasive message on a related, but unmentioned, topic (d) took time to sink in. The assumption was that topic d was predicated on issues a and b, similar to issue c, so if the individual agreed with issue c then so too should they agree with issue d. However, in McGuire's initial study immediate measurement on issue d, after agreement on issues a, b and c, had only shifted half the amount that would be expected to be logically consistent. Follow-up a week later showed that shift in opinion on issue d had shifted enough to be logically consistent with issues a, b, and c, which not only supported the theory of cognitive consistency, but also the initial hurdle of cognitive inertia. The model was based on probability to account for the idea that individuals do not necessarily assume every issue is 100% likely to happen, but instead there is a likelihood of an issue occurring and the individual's opinion on that likelihood will rest on the likelihood of other interrelated issues.
== Examples ==
=== Public health ===
==== Historical ==== Group (cognitive) inertia, how a subset of individuals view and process an issue, can have detrimental effects on how emergent and existing issues are handled. In an effort to describe the almost lackadaisical attitude from a large majority of U.S. citizens toward the insurgence of the Spanish flu in 1918, historian Tom Dicke has proposed that cognitive inertia explains why many individuals did not take the flu seriously. At the time, most U.S. citizens were familiar with the seasonal flu. They viewed it as an irritation that was often easy to treat, infected few, and passed quickly with few complications and hardly ever a death. However, this way of thinking about the flu was detrimental to the need for preparation, prevention, and treatment of the Spanish flu due to its quick spread and virulent form until it was much too late, and it became one of the most deadly pandemics in history.
==== Contemporary ==== In the more modern period, there is an emerging position that anthropogenic climate change denial is a kind of cognitive inertia. Despite the evidence provided by scientific discovery, there are still those – including nations – who deny its incidence in favor of existing patterns of development.
=== Geography === To better understand how individuals store and integrate new knowledge with existing knowledge, Friedman and Brown tested participants on where they believed countries and cities to be located latitudinally and then, after giving them the correct information, tested them again on different cities and countries. The majority of participants were able to use the correct information to update their cognitive understanding of geographical locations and place the new locations closer to their correct latitudinal location, which supported the idea that new knowledge affects not only the direct information but also related information. However, there was a small effect of cognitive inertia as some areas were unaffected by the correct information, which the researchers suggested was due to a lack of knowledge linkage in the correct information and new locations presented.
=== Group membership ===
==== Politics ==== The persistence of political group membership and ideology is suggested to be due to the inertia of how the individual has perceived the grouping of ideas over time. The individual may accept that something counter to their perspective is true, but it may not be enough to tip the balance of how they process the entirety of the subject. Governmental organizations can often be resistant or glacially slow to change along with social and technological transformation. Even when evidence of malfunction is clear, institutional inertia can persist. Political scientist Francis Fukuyama has asserted that humans imbue intrinsic value on the rules they enact and follow, especially in the larger societal institutions that create order and stability. Despite rapid social change and increasing institutional problems, the value placed on an institution and its rules can mask how well an institution is functioning as well as how that institution could be improved. The inability to change an institutional mindset is supported by the theory of punctuated equilibrium, long periods of deleterious governmental policies punctuated by moments of civil unrest. After decades of economic decline, the United Kingdom's referendum to leave the EU was seen as an example of the dramatic movement after a long period of governmental inertia.
==== Interpersonal roles ==== The unwavering views of the roles people play in our lives have been suggested as a form of cognitive inertia. When asked how they would feel about a classmate marrying their mother or father, many students said they could not view their classmate as a step-father/mother. Some students went so far as to say that the hypothetical relationship felt like incest. Role inertia has also been implicated in marriage and the likelihood of divorce. Research on couples who cohabit together before marriage shows they are more likely to get divorced than those who do not. The effect is most seen in a subset of couples who cohabit without first being transparent about future expectations of marriage. Over time, cognitive role inertia takes over, and the couple marries without fully processing the decision, often with one or both of the partners not fully committed to the idea. The lack of deliberative processing of existing problems and levels of commitment in the relationship can lead to increased stress, arguments, dissatisfaction, and divorce.
== In business == Cognitive inertia is regularly referenced in business and management to refer to consumers' continued use of products, a lack of novel ideas in group brainstorming sessions, and lack of change in competitive strategies.