The common behavior effect in norm learning: When frequent observations override the behavior of the majority

Prior research suggests that descriptive norms correspond to what most people do—the “behavior of the majority.” We examine norm perception in situations where the behavior of the majority differs from the most frequently observed behavior—the “common behavior.” In environments where individuals learn descriptive norms through repeated observations of a reference group, we propose that perceived norms align more closely with the common behavior than with the behavior of the majority. Consequently, individuals are more likely to follow the common behavior, even when it differs from what most people do. We argue that this ‘common behavior effect’ arises from a combination of two factors: the structure of the information environments in which the behavior of the majority and the common behavior differ, and imperfect source memory of the observed behaviors. We provide evidence for the basic phenomenon and test two moderators in four studies reported in the body of the article and two ancillary studies reported in the appendix. These findings are important for our understanding of social norms, because they challenge the assumption that norms simply reflect the behavior of the majority. They also cast light on phenomena such as pluralistic ignorance, majority illusions in online and offline environments or the spread of misinformation on social media. Finally, they have practical implications for how to shape norms in organizations.

Organizational Relevance and Contribution Statement

Organizations frequently rely on social norms to promote coordination, compliance, and shared expectations among employees, customers, or citizens. Our research shows that people often infer norms not from what most people do, but from what they observe most frequently — even when these behaviors are enacted by only a minority. This ”common behavior effect” highlights that perceptions of what is typical can be shaped by how information is encountered rather than by actual majorities. For managers and policymakers, this insight has direct implications. Efforts to influence behavior—such as encouraging ethical conduct, adoption of safety practices, or participation in diversity initiatives—may fail if interventions rely on communicating the behavior of the majority but neglect the behaviors people encounter most often. Norm-based strategies can be strengthened by structuring information environments so that desirable behaviors are both visible and repeatedly observed, even if they are not yet the majority choice. By clarifying when and why common behaviors override actual majorities in shaping norms, our findings help organizations design communication and training programs that more effectively guide employee and consumer behavior, reduce the persistence of harmful practices, and prevent misperceptions that contribute to misinformation or organizational drift.