by Adam Grant
Not long ago, economist Michael Housman was leading a project to figure out why some customer service agents stayed in their jobs longer than others. Armed with data from over thirty thousand employees who handled calls for banks, airlines, and cell-phone companies, he suspected that their employment histories would contain telltale signs about their commitment. He thought that people with a history of job-hopping would quit sooner, but they didn’t: Employees who had held five jobs in the past five years weren’t any more likely to leave their positions than those who had stayed in the same job for five years.
Hunting for other hints, he noticed that his team had captured information about which internet browser employees had used when they logged in to apply for their jobs. On a whim, he tested whether that choice might be related to quitting. He didn’t expect to find any correlation, assuming that browser preference was purely a matter of taste. But when he looked at the results, he was stunned: Employees who used Firefox or Chrome to browse the Web remained in their jobs 15 percent longer than those who used Internet Explorer or Safari.
Thinking it was a coincidence, Housman ran the same analysis for absences from work. The pattern was the same: Firefox and Chrome users were 19 percent less likely to miss work than Internet Explorer and Safari fans.
Then he looked at performance. His team had assembled nearly three million data points on sales, customer satisfaction, and average call length. The Firefox and Chrome users had significantly higher sales, and their call times were shorter. Their customers were happier, too: After 90 days on the job, the Firefox and Chrome users had customer satisfaction levels that Internet Explorer and Safari users reached only after 120 days at work.
It’s not the browser itself that’s causing them to stick around, show up dependably, and succeed. Rather, it’s what their browser preference signals about their habits. Why are the Firefox and Chrome users more committed and better performers on every metric?
The obvious answer was that they’re more tech savvy, so I asked Housman if he could explore that. The employees had all taken a computer proficiency test, which assessed their knowledge of keyboard shortcuts, software programs, and hardware, as well as a timed test of their typing speed. But the Firefox and Chrome group didn’t prove to have significantly more computer expertise, and they weren’t faster or more accurate typists. Even after accounting for those scores, the browser effect persisted. Technical knowledge and skill weren’t the source of their advantage.
What made the difference was how they obtained the browser. If you own a PC, Internet Explorer is built into Windows. If you’re a Mac user, your computer came preinstalled with Safari. Almost two thirds of the customer service agents used the default browser, never questioning whether a better one was available.
To get Firefox or Chrome, you have to demonstrate some resourcefulness and download a different browser. Instead of accepting the default, you take a bit of initiative to seek out an option that might be better. And that act of initiative, however tiny, is a window into what you do at work.
The customer service agents who accepted the defaults of Internet Explorer and Safari approached their job the same way. They stayed on script in sales calls and followed standard operating procedures for handling customer complaints. They saw their job descriptions as fixed, so when they were unhappy with their work, they started missing days, and eventually just quit.
The employees who took the initiative to change their browsers to Firefox or Chrome approached their jobs differently. They looked for novel ways of selling to customers and addressing their concerns. When they encountered a situation they didn’t like, they fixed it. Having taken the initiative to improve their circumstances, they had little reason to leave. They created the jobs they wanted. But they were the exception, not the rule.
We live in an Internet Explorer world. Just as almost two thirds of the customer service reps used the default browser on their computers, many of us accept the defaults in our own lives. In a series of provocative studies, a team led by the political psychologist John Jost explored how people responded to undesirable default conditions. Compared to European Americans, African Americans were less satisfied with their economic circumstances but perceived economic inequality as more legitimate and just. Compared to people in the highest income bracket, people in the lowest income bracket were 17 percent more likely to view economic inequality as necessary. And when asked whether they would support laws that limit the rights of citizens and the press to criticize the government if enacting such legislation was necessary to solve our nation’s problems, twice as many people in the lowest income bracket were willing to give up the right to free speech as those in the highest income bracket. After finding that disadvantaged groups consistently support the status quo more than advantaged groups, Jost and his colleagues concluded: “People who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject, or change it.”
To explain this peculiar phenomenon, Jost’s team developed a theory of system justification. Its core idea is that people are motivated to rationalize the status quo as legitimate—even if it goes directly against their interests. In one study, they tracked Democratic and Republican voters before the 2000 U.S. presidential election. When George W. Bush gained in the polls, Republicans rated him as more desirable, but so did Democrats, who were already preparing justifications for the anticipated status quo. The same happened when Al Gore’s likelihood of success increased: Both Republicans and Democrats judged him more favorably. Regardless of political ideologies, when a candidate seemed destined to win, people liked him more. When his odds dropped, they liked him less.
Justifying the default system serves a soothing function. It’s an emotional painkiller: if the world is supposed to be this way, we don’t need to be dissatisfied with it. But acquiescence also robs us of the moral outrage to stand against injustice and the creative will to consider alternative ways that the world could work.