Why We Love Moral Rigidity

We tend to trust people who adhere to moral rules, even when doing so leads to bad outcomes

Join Our Community of Science Lovers!

Most people strictly adhere to moral rules—such as “thou shall not kill”—even when breaking them leads to a better outcome, such as sacrificing one person to save five. Is it just a bug in our ethical processing? New research points to one function of such rule following: we are more likely to trust those who abide by simple principles.

In philosophical terminology, maximizing outcomes is called utilitarian, whereas prioritizing rights and duties is deontological. A 2013 paper in Cognition revealed that even when people claim it is moral to, say, throw a dying man overboard to keep a life raft afloat—a utilitarian act—they view someone who does such a thing as lacking empathy and integrity. Now a paper in the June issue of the Journal of Experimental Psychology: General measures people's actual behavior toward those who make such utilitarian decisions.

In several experiments, psychologists Jim Everett and Molly Crockett, both at the University of Oxford, and David Pizarro of Cornell University asked American adults to respond to moral dilemmas and then interact with other supposed respondents online. When those respondents said they would push a fat man off a footbridge to block a trolley from killing five rail workers, participants rated them as less moral and trustworthy, and they entrusted them with less money in an investment game.


On supporting science journalism

If you're enjoying this article, consider supporting our award-winning journalism by subscribing. By purchasing a subscription you are helping to ensure the future of impactful stories about the discoveries and ideas shaping our world today.


We don't evaluate others based on their philosophical ideologies per se, Pizarro says. Rather we look at how others' moral decisions “express the kind of motives, commitments and emotions we want people to have.” Coolheaded calculation has its benefits, but we want our friends to at least flinch before personally harming others. Indeed, people in the study who had argued for pushing the man were trusted more when they claimed that the decision was difficult.

Politicians and executives should pay heed. Leading requires making hard trade-offs—is a war or a cut in employee benefits worth the pain it inflicts? According to Pizarro, “you want your leader to genuinely have or at least be really good at displaying the right kinds of emotions when they're talking about that decision, to show that they didn't arrive at it callously.” Calmly weighing costs and benefits may do the most good for the most people, but it can also be a good way to lose friends.

It’s Time to Stand Up for Science

If you enjoyed this article, I’d like to ask for your support. Scientific American has served as an advocate for science and industry for 180 years, and right now may be the most critical moment in that two-century history.

I’ve been a Scientific American subscriber since I was 12 years old, and it helped shape the way I look at the world. SciAm always educates and delights me, and inspires a sense of awe for our vast, beautiful universe. I hope it does that for you, too.

If you subscribe to Scientific American, you help ensure that our coverage is centered on meaningful research and discovery; that we have the resources to report on the decisions that threaten labs across the U.S.; and that we support both budding and working scientists at a time when the value of science itself too often goes unrecognized.

In return, you get essential news, captivating podcasts, brilliant infographics, can't-miss newsletters, must-watch videos, challenging games, and the science world's best writing and reporting. You can even gift someone a subscription.

There has never been a more important time for us to stand up and show why science matters. I hope you’ll support us in that mission.

Thank you,

David M. Ewalt, Editor in Chief, Scientific American

Subscribe