Introduction
“Madness is a lot like gravity…all it takes is a little push.”
This chilling line from The Dark Knight (2008) echoed in my mind as I reflected on the Jonestown massacre. How could a vision of utopia devolve into tragedy? How does rationality slip into irrationality?
The answer lies, in part, in cognitive dissonance—the tension we feel when our actions and beliefs no longer align. This discomfort makes us vulnerable to manipulation, especially when operating on mental autopilot, what Daniel Kahneman (2011) calls System 1 thinking.
But dissonance doesn’t just explain large-scale tragedies. It also shapes our everyday mistakes, rationalizations, and opportunities for growth.
Cognitive Dissonance and Rationalization
Leon Festinger’s theory of cognitive dissonance shows that when we encounter conflicting thoughts or behaviors, we experience psychological discomfort. To reduce it, we often rationalize rather than change.
- High self-esteem or narcissism can intensify this effect. As Baumeister, Bushman, and Campbell’s research shows, narcissists are more likely to double down when challenged, defending their self-image at all costs.
- But dissonance affects all of us. As Aronson (2018) highlights, mistakes don’t just bruise the ego—they cause real discomfort.
The temptation is to take shortcuts, explaining away errors with arbitrary justifications. But this keeps us trapped in the cycle of self-deception.
From Mistakes to Growth
Carol Dweck’s Mindset (2006) offers a powerful antidote: the growth mindset. Instead of treating dissonance as a threat, we can view mistakes as stepping stones toward learning and resilience. This requires risk-taking, accountability, and reframing failure as feedback.
A Personal Example: When Dev Became Prod
A few months ago, I was tasked with improving the runtime of our data pipeline. Working in my development environment, I unknowingly inherited production credentials left behind by a previous user. When I ran my code, it went straight into production—crashing it instantly.
At first, my mind jumped to rationalization: “It’s not my fault—why would production credentials even be in Dev?” The reasoning felt comforting, but it didn’t change reality.
Instead, I made a choice: to take responsibility. With my team’s support, we troubleshot the issue throughout the day and restored production.
What helped me reframe this mistake?
- Recognizing that even experts err. The original setup error was made by someone with more experience than me—a reminder that mistakes are universal.
- Supportive peers. My team didn’t judge or overreact, which gave me space to admit fault without defensiveness.
- A fixable problem. Knowing the issue wasn’t permanent allowed me to stay proactive rather than spiral into blame.
Key Takeaways for Leaders and Teams
- Encourage accountability, not excuses. Rationalizations protect the ego but prevent learning.
- Normalize mistakes. When leaders admit their own errors, they create psychological safety for others to do the same.
- Build supportive cultures. Peers who respond with understanding rather than blame help transform dissonance into growth.
- End on a positive note. Kahneman’s concept of the remembering self reminds us that people judge experiences by how they end. Leaders should ensure difficult moments close with learning and support, not shame.
Conclusion
Cognitive dissonance is inevitable, but how we respond determines whether it breeds denial or growth. From tragic events like Jonestown to everyday workplace errors, the same principle applies: dissonance tempts us to rationalize, but embracing accountability and a growth mindset transforms mistakes into powerful learning opportunities.
In the end, it isn’t about avoiding the push into “madness”—it’s about ensuring that when dissonance knocks us off balance, we find our footing through honesty, support, and growth.
