28 MARCH RDFC
PRACTICE PASSAGE
Humans often engage in self-deception, distorting reality to serve their interests. While Sigmund Freud viewed self-deception as a defense mechanism protecting self-esteem, modern perspectives suggest that self-deception can be outward-facing and manipulative. Rather than merely shielding the ego, self-deception may serve a strategic purpose in social interactions.
Thomas Schelling, in his book The Strategy of Conflict, introduced the concept of mixed-motive games. In these scenarios, players must simultaneously cooperate and compete, often using self-deception to gain an advantage. A classic example is the game of chicken, where two drivers race toward each other, with the first to swerve deemed the loser. Removing one’s steering wheel and displaying it signals an irrevocable commitment, compelling the opponent to yield. Here, the belief in one’s self-deception becomes the most effective strategy.
In real-life applications, politicians exemplify self-deception. By sincerely believing in exaggerated claims or unrealistic promises, they can convince their audience of their conviction. This strategic self-deception amplifies their credibility. Similarly, corporate leaders may downplay market risks to project confidence and attract investments.
However, self-deception has drawbacks. Individuals may ignore critical information, persist in flawed strategies, or undermine collaborative efforts. Understanding when self-deception is beneficial versus detrimental is essential for navigating complex social dynamics.
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