Bocchiaro et al (2012) Disobedience and whistle blowing*

Bocchiaro, Zimbardo, and Van Lange's Study on Disobedience and Whistleblowing

1. Theory of Social Power and Obedience

Social power influences individuals to change their thoughts, feelings, or behaviours.
People tend to obey legitimate authority figures, regardless of personal beliefs or intentions.
Defiance involves rejecting social influence to act according to internal attitudes and beliefs.
Disobedience to unjust authority is crucial for societal progress.
Whistleblowers expose unlawful or immoral activities.

2. Background

Previous research, like Milgram's, emphasized obedience but lacked understanding of disobedience.
This study aimed to explore who disobeys or whistleblows and why, using the Milgram paradigm as a base.
Interest in both individual and situational factors influencing obedience led to personality and values assessments.

3. Research Method

Considered a laboratory experiment but termed a "scenario study" due to the absence of an independent variable.
Conducted at VU University, Amsterdam, ensuring standardized conditions.
Data collected on obedience, disobedience, and whistleblowing behaviours, as well as personality traits and social values.
Comparison group provided predictions of behaviour.

4. Sample

5. Procedure

Preliminary tests ensured credibility and moral acceptability of the procedure.
Participants faced an unjustified request to provide names and were presented with a cover story about a sensory deprivation study.
They were asked to write a statement supporting the study without mentioning negative effects.
Participants could challenge the study anonymously or refuse to comply.
Debriefing and personality assessments followed.

6. Key Findings

Comparison group predictions differed significantly from actual participant behaviours.
Majority obeyed (76.5%), fewer disobeyed (14.1%), and a minority blew the whistle (9.4%).
No significant differences in personality traits or social values among groups.
Obedient participants attributed their actions to external forces, while disobedient participants felt responsible for their actions.
Whistleblowers tended to have stronger faith.

7. Possible Conclusions

Obedience to authority is prevalent, even in unjust situations.
Discrepancies exist between anticipated and actual behaviours, influenced by internal cognitive processes and situational forces.
Unfamiliar and extreme circumstances can lead to unexpected behaviours.
Both disobedience and whistleblowing are demanding, especially for whistleblowers.
Behaving morally can be challenging, despite appearing straightforward to observers.
Faith may influence whistleblowing tendencies.