“If Only”: The Good and the Bad of Counterfactuals

read time - icon

0 min read

Feb 05, 2021

One of my all-time favorite movie series is Back to the Future. Not only does it provide exciting glimpses into ’80s fashion, ’50s nostalgia, and the American Wild West, it emphasizes how altering a single moment in history can change everything. If it showed me anything as a kid, it was that I, unlike Marty McFly, was not up for the responsibility of time travel.

Although I learned that history is probably best left unchanged, I often think of how past scenarios could have been different, whether it be in my own past, or in history more generally. These thoughts are called “counterfactuals,” and they’re a topic of interest in the scientific literature due to their impact on our mood and on our understandings of the world.

Counterfactuals are “what could have been.” They are the roads not taken, or the alternative realities. Engaging in counterfactual reasoning is a ubiquitous mental process that we develop from ages 6-12. This concept frequently comes up in psychological, economic, and political science research.1,2

I, personally, am a fervid counterfactual-er. I constantly think back to past events imagining how they might have been better, worse, or simply different. Yet, I wondered, is there any benefit to doing so? Or am I just wasting precious mental energy on scenarios that will never occur?

Research provides insight into how our brains make sense of the past, why we rehash what’s already done, and how doing so can help us.

References

  1. Rafetseder, E., & Perner, J. (2012). When the alternative would have been better: Counterfactual reasoning and the emergence of regret. Cognition & emotion26(5), 800-819.
  2. Rafetseder, E., Schwitalla, M., & Perner, J. (2013). Counterfactual reasoning: From childhood to adulthood. Journal of experimental child psychology114(3), 389-404.
  3. Kahneman, D., & Miller, D. T. (1986). Norm theory: Comparing reality to its alternatives. Psychological review93(2), 136.
  4. Kahneman, D., & Tversky, A. (1982). The simulation heuristic. In D. Kahneman, P. Slovic, & A. Tversky (Eds.), Judgment under uncertainty: Heuristics and biases (pp. 201-208). New \brk: Cambridge University Press.
  5. Epstude, K., & Roese, N. J. (2008). The functional theory of counterfactual thinking. Personality and social psychology review12(2), 168-192.
  6. Connolly, T., Ordóñez, L. D., & Coughlan, R. (1997). Regret and responsibility in the evaluation of decision outcomes. Organizational behavior and human decision processes70(1), 73-85.
  7. Eisma, M. C., Epstude, K., Schut, H. A., Stroebe, M. S., Simion, A., & Boelen, P. A. (2020). Upward and Downward Counterfactual Thought After Loss: A Multiwave Controlled Longitudinal Study. Behavior Therapy.
  8. Markman, K. D., Lindberg, M. J., Kray, L. J., & Galinsky, A. D. (2007). Implications of counterfactual structure for creative generation and analytical problem solving. Personality and Social Psychology Bulletin33(3), 312-324.
  9. Tracey, P., Phillips, N., & Jarvis, O. (2011). Bridging institutional entrepreneurship and the creation of new organizational forms: A multilevel model. Organization science22(1), 60-80.
  10. Roese, N. J., & Olson, J. M. (1996). Counterfactuals, causal attributions, and the hindsight bias: A conceptual integration. Journal of Experimental Social Psychology32(3), 197-227.
  11. Broomhall, A. G., Phillips, W. J., Hine, D. W., & Loi, N. M. (2017). Upward counterfactual thinking and depression: A meta-analysis. Clinical Psychology Review55, 56-73.
  12. Van Hoeck, N., Watson, P. D., & Barbey, A. K. (2015). Cognitive neuroscience of human counterfactual reasoning. Frontiers in human neuroscience9, 420.
  13. Williams, C. W., Lees-Haley, P. R., & Brown, R. S. (1993). Human response to traumatic events: An integration of counterfactual thinking, hindsight bias, and attribution theory. Psychological Reports72(2), 483-494.
  14. Effron, D. A. (2018). It could have been true: How counterfactual thoughts reduce condemnation of falsehoods and increase political polarization. Personality and Social Psychology Bulletin44(5), 729-745.
  15. Effron, D. (2018, May 16). When we don’t find lying immoral. Behavioral Scientist. https://behavioralscientist.org/when-we-dont-find-lying-immoral/

About the Author

A young woman with long, wavy hair sits on a bench, smiling. She wears a blue top and a dark jacket. The grassy courtyard and a brick building with windows and greenery are in the background.

Kaylee Somerville

Staff Writer

Kaylee is a research and teaching assistant at the University of Calgary in the areas of finance, entrepreneurship, and workplace harassment. Holding international experience in events, marketing, and consulting, Kaylee hopes to use behavioral research to help individuals at work. She is particularly interested in the topics of gender, leadership, and productivity. Kaylee completed her Bachelor of Commerce degree from the Haskayne School of Business at the University of Calgary.

About us

We are the leading applied research & innovation consultancy

Our insights are leveraged by the most ambitious organizations

Image

I was blown away with their application and translation of behavioral science into practice. They took a very complex ecosystem and created a series of interventions using an innovative mix of the latest research and creative client co-creation. I was so impressed at the final product they created, which was hugely comprehensive despite the large scope of the client being of the world's most far-reaching and best known consumer brands. I'm excited to see what we can create together in the future.

Heather McKee

BEHAVIORAL SCIENTIST

GLOBAL COFFEEHOUSE CHAIN PROJECT

OUR CLIENT SUCCESS

$0M

Annual Revenue Increase

By launching a behavioral science practice at the core of the organization, we helped one of the largest insurers in North America realize $30M increase in annual revenue.

0%

Increase in Monthly Users

By redesigning North America's first national digital platform for mental health, we achieved a 52% lift in monthly users and an 83% improvement on clinical assessment.

0%

Reduction In Design Time

By designing a new process and getting buy-in from the C-Suite team, we helped one of the largest smartphone manufacturers in the world reduce software design time by 75%.

0%

Reduction in Client Drop-Off

By implementing targeted nudges based on proactive interventions, we reduced drop-off rates for 450,000 clients belonging to USA's oldest debt consolidation organizations by 46%

Read Next

A large, circular indoor waterfall cascades from a glass-domed roof into a lush, verdant garden filled with trees and plants, surrounded by architectural walkways and numerous visitors.
Insight

Are Workplaces the Key to Sustainable Cities?

Leveraging insights from behavioral science, local governments can help promote environmentally conscious workplace behavior, conducive to the development of sustainable cities.

Notes illustration

Eager to learn about how behavioral science can help your organization?