The concept of social comparison was first introduced by psychologist Leon Festinger in the 1950s. Festinger’s work suggested that we have an inherent drive to evaluate ourselves, and in the absence of objective measures, we often turn to others around us for comparison.
This drive can lead to two types of comparisons: upward and downward.
Upward comparisons occur when we compare ourselves to someone we perceive as better, which can either motivate us to improve or make us feel inadequate. Downward comparisons happen when we compare ourselves to someone perceived as worse off, which can boost our self-esteem but may also foster complacency if we feel we’re far enough ahead.
Over the years, research has expanded on Festinger’s theory, exploring how social comparison influences our emotions, behaviors, and even perceptions of fairness and justice.
The Social Comparison Bias can significantly influence team dynamics and individual performance at work. This bias can create a competitive atmosphere where members resent peers they perceive to be better, or dismiss peers they perceive to be less competent, leading to strained relationships and reduced collaboration. We may hesitate to share ideas or ask for help, worried we might appear less competent than our colleagues. Or, it can lead some to actively undermine peers they perceive as competition.
The bias can also impact how we receive and interpret feedback. Depending on who is giving us feedback and our perception of our standing relative to theirs, when we receive constructive criticism, we might either undervalue it if we perceive the person as less competent or feel threatened and defensive if we see them as more accomplished.
Social comparison bias can also impact team cohesion. If we constantly compare ourselves to peers, cliques within the team might form based on perceived skill levels or success, reducing overall team unity and potentially leading to feelings of isolation or resentment.
The rise of professional social networks, cough LinkedIn, has intensified social comparisons and impacted our perception of self-worth. These platforms provide unprecedented access to information about colleagues’ and peers’ professional achievements and career trajectories. Constant exposure to curated highlights can lead to “LinkedIn envy,” where we constantly compare our progress to our connections.
The “humble brag” culture can exacerbate these feelings. When we see our connections sharing successes and receiving public congratulations, it creates pressure to present an equally impressive professional image. Metrics like the number of followers and engagement can become proxy measures of professional success or influence. This can lead to a focus on vanity metrics rather than genuine professional relationship building.
