Consider some of the conflicts bubbling or boiling in the world today, and then plot where education – both schooling and less formal means of learning – fits in. Is it a victim, suffering from the conflict or perhaps a target of violence or repression? Maybe you see it as complicit in the violence, a perpetrator, so to speak. Or perhaps you see it as a liberator, offering a way out a system that is unjust in your opinion. Or just maybe, its role is as a peacebuilder. Those scenarios are the framework in which Tejendra Pherali, a professor of education, conflict and peace at University College London, researches the intersection of education and conflict. In this Social Science Bites podcast, Pherali discusses the various roles education takes in a world of violence. “We tend to think about education as teaching and learning in mathematics and so forth,” he tells interviewer David Edmonds. “But numeracy and literacy are always about something, so when we talk about the content, then we begin to talk about power, who decides what content is relevant and important, and for what purpose?” Pherali walks us through various cases outlining the above from locales as varied as Gaza, Northern Ireland and his native Nepal, and while seeing education as a perpetrator might seem a sad job, his overall work endorses the value and need for education in peace and in war. He closes with a nod to the real heroes of education in these scenarios. “No matter where you go to, teachers are the most inspirational actors in educational systems. Yet, when we talk about education in conflict and crisis, teachers are not prioritized. Their issues, their lack of incentives, their lack of career progression, their stability in their lives, all of those issues do not feature as the important priorities in these programs. This is my conviction that if we really want to mitigate the adverse effects of conflict and crisis on education of millions of children, we need to invest in teachers.” A fellow of the Academy of Social Sciences and of the Higher Education Academy, he is a co-research director of Education Research in Conflict and Crisis and chair of the British Association for International and Comparative Education.

Safiya Noble, author and scholar, discusses how search engines reveal the biases of their programmers. She exposes the appalling material highlighted by search engines and offers recommendations for improvement. The podcast covers biased search results, the presence of stereotypes, the need for disambiguation, and the potential changes to Google's algorithm to tackle biases.

Most of us recognize the presence of ritual, whether in a religious observance, an athlete’s weird pre-competition tics, or even the cadence of our own morning ablutions. In general, most of these rituals are seen as harmless and probably a little unnecessary (or even silly). But according to cognitive anthropologist Dimitris Xygalatas, ritual often serves a positive purpose for individuals – synchronizing them with their communities or relieving their stress. In this Social Science Bites podcast, Xygalatas defines for host David Edmonds what his research considers ritual, citing two important characteristics of ritual: causal opacity (such as rain dances not actually creating precipitation) and that the ritual matters, often greatly, to the participants. What isn’t ritual, he notes, is habit – although habits can veer into ritual/ “Utilitarian actions can become ritualized,” Xygalatas says, “and to that extent, they can be considered as rituals. So .. because I am a very avid consumer of coffee, when I get up in the morning, I always have to make a cup of coffee – [and] it always has to be in the same cup.” Xygalatas then describes fieldwork he’s done on “high-intensity” rituals, ranging from firewalking in Spain or an “excruciating” annual religious procession in Mauritius. These efforts – part ethnography and part lab experiment – have given him unique insight into the results of jointly experienced ritual, much of which he detailed in his recent book, Ritual: How Seemingly Senseless Acts Make Life Worth Living. (In a blurb, Jane Goodall wrote the book shows “how and why our most irrational behaviors are a key driver of our success.”) An associate professor in anthropology and psychological sciences at the University of Connecticut – where he heads the Experimental Anthropology Lab – Xygalatas also discusses the transdisciplinary scope of his work. This reflects his own roots in both anthropology and religious studies (he is a past president of the International Association for the Cognitive and Evolutionary Sciences of Religion).

At the end of every interview that host David Edmonds conducts for the Social Science Bites podcast, he poses the same question: Whose work most influenced you? Those exchanges don’t appear in the regular podcast; we save them up and present them as quick-fire montages that in turn create a fascinating mosaic of the breadth and variety of the social and behavioral science enterprise itself.  In this, the fifth such montage, we offer the latest collection. Again, a wide spectrum of influences reveals itself, including nods to non-social-science figures like philosopher Derek Parfit and primatologist Jane Goodall, historical heavyweights like Adam Smith and the couple Sidney and Beatrice Webb, and two past guests on Social Science Bites itself, Nobel Prize laureates Angus Deaton and Daniel Kahneman. 

Is giving to a charitable cause essentially equivalent to any other economic decision made by a human being, bounded by the same rational and irrational inputs as any other expenditure? Based on research by psychologist Deborah Small and others working in the area of philanthropy and altruism, the answer is a resounding no. In this Social Science Bites podcast, Small, the Adrian C. Israel Professor of Marketing at Yale University, details some of the thought processes and outcomes that research provides about charitable giving. For example, she tells interviewer David Edmonds, that putting a face to the need – such as a specific hungry child or struggling parent – tends to be more successful at producing giving than does a statistic revealing that tens of thousands of children or mothers are similarly suffering. This “identifiable victim effect,” as the phenomenon is dubbed, means that benefits of charity may be inequitably distributed and thus do less to provide succor than intended. “[T]he kind of paradox here,” Small explains, “is that we end up in many cases concentrating resources on one person or on certain causes that happened to be well represented by a single identifiable victim, when we could ultimately do a lot more good, or save a lot more lives, help a lot more people, if – psychologically -- we were more motivated to care for ‘statistical’ victims.” That particular effect is one of several Small discusses in the conversation. Another is the “drop in the bucket effect,” in which the magnitude of a problem makes individuals throw up their arms and not contribute rather than do even a small part toward remedying it. Another phenomenon is the “braggarts dilemma,” in which giving is perceived as a good thing, but the person who notes their giving is seen as less admirable than the person whose gift is made without fanfare. And yet, the fact that someone goes public about their good deed can influence others to join in. “[O]ne of the big lessons in marketing,” Small details, “is that word of mouth is really powerful. So, it's much more effective if I tell you about a product that I really like than if the company tells you about the product, right? You trust me; I'm like you. And that's a very effective form of persuasion, and it works for charities, too.” Small joined the Yale School of Management in 2022, moving from the University of Pennsylvania’s Wharton School, where she had been the Laura and John J. Pomerantz Professor of Marketing since 2015. In 2018, she was a fellow of the American Psychological Society and a Marketing Science Institute Scholar.

Psychologist Hal Hershfield discusses the ability to mentally time travel and its impact on decision-making. He explores the significance of connecting with our future selves, the different perceptions of the future among individuals, milestone birthdays, and the exploration of long-term decision making and personal identity.

Melissa Kearney discusses the long-term benefits of growing up in a two-parent household, the decline in marriage rates in the United States, the impact of non-marriage on children and society, policy proposals for reversing the declining marriage trend, and the cultural war among social scientists regarding the significance of the family.

While it seems intuitively obvious that good management is important to the success of an organization, perhaps that obvious point needs some evidence given how so many institutions seem to muddle through regardless. Enter Raffaela Sadun, the Charles E. Wilson Professor of Business Administration at Harvard Business School and co-leader of the Digital Reskilling Lab there. Working through several managerial mega-projects she co-founded, Sadun can both identify traits of successful management and even put a quantitative value to what good management can bring to a firm (spoiler alert – as Sadun will explain, it’s a big number). In this Social Science Bites podcast, Sadun discusses her research findings with host David Edmonds, who open his inquiry with a very basic question: What, exactly, do we mean by ‘management’? “It's a complicated answer,” Sadun replies. “I think that management is the consistent application of processes that relate to both the operations of the organization as well as the management of human resources. And at the end of the day, management is not that difficult. It’s being able to implement these processes and update them and sort of adapt them to the context of the organization.” In a practical sense, that involves things like monitoring workers, solving problems and coordinating disparate activities, activities that ultimately require someone “to be in charge.” But not just anyone, Sadun details, and not just someone who happens to be higher up. “The most effective managers are the ones that are able to empower and get information and reliable information from their team, which is fundamentally a bottom-up approach rather than a top-down approach.” If that sounds a little different from the adversarial relationship many expect between workers and managers, well, good management is a little different, she continues. “I can see how you can think of this as being a trade-off (profit versus well-being of workers), but if you look at the type of practices that we measure, as I said, they're not exploitations, but they are ways to get people engaged and empowered to sort of participate into the work. It’s always possible that there are organizations that push so much on one side of the equation that make people very unhappy. In my experience, these type of situations are not sustainable.” Good people – the ones employers prize -- won’t put up with too much garbage. “Talented people are attracted--to the extent that they want to work for somebody else—they're attracted to places where their life is not miserable.” Sadun came to her conclusions through projects like the World Management Survey, which she co-founded two decades ago. “We spoke with more than 20,000 managers to date—around 35 countries, [and ..] collected typically [by] talking with middle managers.” Other big projects include the Executive Time Use Study, and MOPS-H, the first large-scale management survey in hospitals and one conducted in partnership with the US Census Bureau.  In her native Italy, Sadun was an economic adviser to the Italian government in the early 2020s, earning the highest honor possible from the government, the Grande Ufficiale dell'Ordine "Al Merito della Repubblica Italiana." In the United States, serves as director of the National Bureau of Economic Research Working Group in Organizational Economics, and is faculty co-chair of the Harvard Project on the Workforce.

“We have been evolving into a species that is super-cooperative: we work together with strangers, we can empathize with people, we are really an empathic flock,” begins Carsten de Dreu, a professor at Leiden University. “And at the same time, there is increasing evidence from archaeological excavations all around the world that already 10, 20 and 30 thousand years ago, people were actually violently killing each other.” Trained as a social psychologist, de Dreu uses behavioral science, history, economics, archaeology, primatology and biology, among other disciplines to study the basis of conflict and cooperation among humans. In this Social Science Bites podcast, he discusses how conflict and violence – which he takes pains to note are not the same – mark our shared humanity and offers some suggestions on how our species might tamp down the violence. “Violence,” de Dreu explains to host David Edmonds, “is not the same as conflict – you can’t have violence without conflict, but you can have conflict without violence.” Conflict, he continues, is a situation, while violence is a behavior. Conflict, he says, likely always will be with us, but resorting to violence need not be. The psychologist says behavior has a biological basis, and various hormones may ‘support’ violent actions. For example, greater concentrations of oxytocin – which helps maintain in-group bonds and has been dubbed “the love hormone” -- is found in primate poo after groups fights. But, he cautions, that is not to say we are innately violent. But when we do get violent, it’s worse when we’re in groups. Then, the potential for violence, as he put it, “to get out of hand,” increases, escalating faster and well beyond the violence seen between individuals (even if that one-on-one violence sometimes can be horrific). “In an interpersonal fight, the only trigger is the antagonist. In intergroup violence, what we see is that people are sometimes blinded to the enemy – they might not even recognize who they were because they were so concerned with each other.” What drives this violence is both obvious and not, de Dreu suggests. “Even among my colleagues, there is sometimes fierce debate - conflicts sometimes about what are conflicts! But if you zoom out, there are two core things that groups fight about:” resources and ideas. Fighting over resources is not unique to humans – groups of primates are known to battle over land or mates. But fighting over ideas is uniquely human. And unlike resource conflicts, which have the potential to be negotiated, “for these truth conflicts ... there is no middle ground, no trade-off.” Regardless, he argues, values have value. Citing recent work with colleagues, de Dreu says he thinks “these values, these truths, these worldviews that we have, that we share within our groups and our communities, within our countries sometimes, they are the ‘oil’ of the system. To work together so that we all can survive and prosper, we need certain rules, a certain shared view of how the world operates, what is good and bad, what is right and wrong. These are very important shared values we need to have in order to function as a complex social system.” But “when these values get questioned, or attacked, or debunked, that’s threatening.” Depending on how severe the threat is seen, violence is deployed. And sometimes, as even a casual observer may divine, it’s not the direct quest for resources or to protect values that sparks violence, but what de Dreu terms “collateral damage” from leaders cynically weaponizing these drivers – or even inventing threats to them -- while actually pursuing their own goals. But de Dreu ends the podcast on a (mostly) upbeat note. He says we can break the cycles of violence, even if there’s no neat linear trajectory to do so, and concludes by offering some rays of hope.

In the Global North, media and political depictions of migration tend to be relentless images of little boats crossing bodies of water or crowds of people stacking up at a dotted line on a map. These depictions presume two things – that this is a generally comprehensive picture of migration and that, regardless of where you stand, the situation around migration is relatively dire. Enter Heaven Crawley, who heads equitable development and migration at United Nations University Centre for Policy Research. She also holds a chair in international migration at Coventry University’s Centre for Trust, Peace and Social Relations, and directs the South-South Migration, Inequality and Development Hub since 2019, a project supported by UK Research and Innovation’s Global Challenges Research Fund. From her perch, spanning government, academe and field research, she says confidently in this Social Science Bites podcast that international migration “is not an entirely positive story, but neither is it an entirely negative one. What we’re lacking in the media conversation and in the political discussion is any nuance.” Connecting nearly all the regional debates about migration “is the lack of an honest conversation about what migration is and what it has been historically. It has historically been the very thing that has developed the societies in which we live, and it is something on which the clock cannot be turned back. “And none of us, frankly, if migration was to end tomorrow, would benefit from that.” Trying to bring a clear eye to the debate, she explains to host David Edmonds that roughly 3.6 percent of the world’s population, or 280 million people, could be considered migrants. Of that, about 32 million fit under the rubric of “refugee.” And while the sheer number of Migrants is growing, the percentage of the world’s population involved has been “more or less the same” last three decades.   And while this might surprise European listeners, almost 40 percent of migration originates from Asia-- mostly India, Pakistan and Bangladesh -- followed by Mexico. There is a lot of migration from African countries, Crawley notes, which gibes with European media, but most of that migration isn’t to Europe, but within the African continent. Who are these migrants? Overall, she says, most people who move are less than 45. Nonetheless, “the gender, the age really depends on the category you’re looking at and also the region you are looking at.” Generalizations about their qualifications can be fraught: low-skills migrants ready to fill so-called “dirty, difficult and dangerous jobs” and high-skill migrants draining out their country’s brains can often depart from the same nation. Crawley agrees that migration currently is a politically potent wedge issue, but she notes it has been in the past, too. She suggests that migration per se isn’t even the issue in many migration debates. “A whole set of other things are going on in the world that people find very anxiety-producing” – rapid changes in society drawing from security, economy, demographics, and more, all against a backdrop of “migration simultaneously increasing (in the number of people on the move, not the proportion) and the variety of people also increasing.” This creates an easy out for policymakers, she says. “Politicians know that if they’ve got problems going on in society, it’s very easy to blame migration, to blame migrants. It really is a very good distraction from lots of other problems they really don’t want to deal with.” This is also why, she suggests, that responses such as deterrence are more popular than more successful interventions like addressing the inequalities that drive migration in the first place. Crawley’s career saw her sit as head of asylum and migration research at the UK Home Office, serve three separate times as a specialist adviser to the UK Parliament’s Home Affairs Committee and Joint Committee on Human Rights, and be associate director at the Institute for Public Policy Research. In 2012, in recognition of her contribution to the social sciences and to evidence-based policymaking, she was named a fellow of Britain’s Academy of Social Sciences.