Psychology Researcher: Why Always Being Good Can Be Incredibly Bad for You | Dr. Sunita Sah

Summary

Good Life Project Episode Summary
Episode Title: Psychology Researcher: Why Always Being Good Can Be Incredibly Bad for You | Dr. Sunita Sah
Host: Jonathan Fields
Guest: Dr. Sunita Sah
Release Date: February 3, 2025

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Introduction: Challenging Compliance as Goodness

In this insightful episode of the Good Life Project, host Jonathan Fields welcomes Dr. Sunita Sah, a renowned psychologist and authority on the psychology of influence and decision-making from Cornell University. Dr. Sah delves into the intriguing concept that incessant compliance, often equated with being "good," can have detrimental effects on both personal and professional spheres.

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Understanding the Pitfall of Excessive Compliance

Dr. Sunita Sah begins by highlighting a critical observation from her research:

"Nine out of ten healthcare workers, most of them nurses, didn't feel comfortable speaking up when they saw somebody making an error. And that could be life and death situations." ([00:21])

This statistic underscores a broader societal issue where compliance is mistakenly associated with moral goodness, leading individuals to suppress their values and ethical judgments.

Jonathan Fields prompts Dr. Sah to elaborate on this conflation:

"There's this notion that defiance is a bad thing... and that you make this interesting argument that says effectively that we are conditioned to believe that compliance is inherently good and defiance is inherently bad." ([03:05])

Dr. Sah shares her personal journey, reflecting on her upbringing:

"I was really known as being an obedient daughter and a student... to be good was to do as you're told, go to school when you're told, do your homework, don't question your teachers." ([03:26])

She explains how societal, familial, and educational reinforcements have ingrained the belief that compliance equates to goodness, making defiance seem inherently negative.

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Redefining Defiance: Aligning Actions with Values

Dr. Sah proposes a transformative redefinition of defiance:

"To defy is simply to act in accordance with your values when there's pressure to do otherwise." ([05:50])

This reframing positions defiance not as rebellion but as an affirmation of one's ethical stance, fostering agency and personal integrity.

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The Psychological Toll of Compliance

Dr. Sah discusses the adverse effects of over-compliance, citing workplace dynamics:

"In some workplaces, you're explicitly told, this is a place where you don't speak up... whereas others have a more psychologically safe environment where you can question." ([07:34])

She introduces the concept of "ethical fading," where individuals lose sight of broader ethical considerations, focusing narrowly on task completion to the detriment of integrity.

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Milgram’s Obedience Experiments: A Case Study

A significant portion of the conversation revolves around Stanley Milgram's famous obedience experiments:

Dr. Sah recounts the experiment's findings:

"About 65% of people went all the way to the deadly shock of 450 volts." ([12:47])

She critiques the traditional binary classification of "obedient" vs. "defiant," suggesting a spectrum of defiance where many participants exhibited partial resistance:

"Some of those that were classified as obedient were trying to defy... They just hadn't learned exactly how to be able to get to the final stage of defiance." ([16:05])

Through this analysis, Dr. Sah emphasizes the complexity of human behavior in authoritative settings and the internal struggle between compliance and moral judgment.

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Recognizing and Acting on Internal Signals

A pivotal discussion centers on identifying internal cues that signal the need to defy:

Dr. Sah explains:

"We often feel uncomfortable when we're asked to do something that goes against one of our values... It can manifest in different ways, like a quickened heartbeat or feeling some sweat." ([19:10])

She outlines a five-stage model of defiance:

1. Tension: Initial discomfort when faced with conflicting expectations.
2. Acknowledgment: Recognizing and naming the feeling of tension.
3. Articulation: Communicating discomfort to the other party.
4. Threatening Compliance: Expressing willingness to defy if pressured.
5. Defiant Act: Taking action that aligns with personal values, leading to relief and authenticity.

Dr. Sah emphasizes the importance of these stages in cultivating the ability to defy appropriately:

"Once you do get to stage five, a lot of that tension that you're feeling just evaporates and you actually feel great about being able to go along with your values." ([27:21])

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Values Alignment: Bridging Intentions and Actions

The conversation delves into the discrepancy between self-perceived values and actual behavior:

Dr. Sah shares insights from her research:

"Our actions are not aligned with our behavior... We need to become more aware of when that happens and how we can resist unwanted influence." ([41:54])

She discusses the pitfalls of traditional values exercises, where individuals often project socially desirable traits rather than genuine personal values:

"Most of them rate themselves as 80 or above, which is impossible... there's a gap between who we think we are and what we actually do." ([41:54])

To bridge this gap, Dr. Sah advocates for deep self-reflection and consistent practice in aligning actions with true values, thereby reducing internal stress and enhancing authenticity.

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Practical Strategies for Cultivating Defiance

Dr. Sah offers actionable steps to nurture defiance as a positive force:

1. Self-Awareness: Identifying personal signals of internal conflict.
2. Acknowledgment: Consciously recognizing and naming these feelings.
3. Communication: Expressing discomfort or disagreement to others.
4. Preparation: Visualizing and scripting potential defiant responses in advance.
5. Practice: Regularly exercising defiant behavior to build neural pathways supporting value-driven actions.

She underscores the importance of training for defiance, likening it to muscle training:

"Defiance is a practice, not a personality." ([36:06])

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Navigating the Costs and Hierarchies of Defiance

A nuanced discussion addresses the repercussions of defiance, especially within hierarchical or oppressive systems:

Dr. Sah highlights the "defiance hierarchy":

"It's easier for some people to defy... for others who are not of the dominant class, there's more of a backlash." ([31:31])

She shares poignant examples, such as a police officer who chose to defy unethical orders despite severe career consequences, illustrating the high personal costs associated with true defiance.

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Quiet Defiance and Its Role in Everyday Life

Exploring subtler forms of defiance, Dr. Sah introduces "quiet defiance," which allows individuals to uphold their values without overt confrontation:

"Quiet defiance can allow you to stay true to your values without the need for public declarations." ([52:02])

She cites examples ranging from workplace boundaries to personal relationships, demonstrating how quiet defiance can sustain personal integrity while minimizing external upheaval.

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Conclusion: Living a Good Life through Values Alignment

Wrapping up the episode, Dr. Sah encapsulates the essence of living a good life:

"To live a good life is to live a life in alignment with your values. A more honest and authentic life." ([59:50])

She reiterates that defiance, redefined as value alignment, is accessible to everyone and essential for personal authenticity and fulfillment.

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Key Takeaways

• Redefining Defiance: Shift from viewing defiance as rebellion to seeing it as acting in line with personal values.
• Internal Signals: Develop awareness of bodily and emotional cues indicating ethical conflicts.
• Stages of Defiance: Progress through recognition, acknowledgment, articulation, and action to uphold values.
• Values Alignment: Bridge the gap between self-perceived values and actual behavior through reflection and practice.
• Quiet Defiance: Utilize subtle forms of defiance to maintain integrity without overt confrontation.
• Training and Practice: Regularly exercise defiance to make value-driven actions a habit.

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Notable Quotes

• Dr. Sunita Sah:

  "To defy is simply to act in accordance with your values when there's pressure to do otherwise." ([05:50])

• Dr. Sunita Sah:

  "Once you do get to stage five, a lot of that tension that you're feeling just evaporates and you actually feel great about being able to go along with your values." ([27:21])

• Dr. Sunita Sah:

  "To live a good life is to live a life in alignment with your values. A more honest and authentic life." ([59:50])

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Final Thoughts

This episode of the Good Life Project offers a profound exploration of the complex relationship between compliance and personal integrity. Dr. Sunita Sah's research and insights challenge entrenched societal norms, advocating for a redefinition of defiance that empowers individuals to live authentically and align their actions with their deepest values. By adopting practical strategies to recognize and act upon internal signals, listeners are encouraged to cultivate a balanced approach to defiance, fostering both personal fulfillment and ethical integrity.

Transcript

[Dr. Sunita Sa]

Is it sometimes bad to be so good and so compliant? And how can we make it easier for people to become defiant?

[Jonathan Fields]

Dr. Sunita Sa is a leading authority.

[Unknown]

On the psychology of influence and decision.

[Jonathan Fields]

Making at Cornell University, whose groundbreaking work shows us how to resist manipulation and stand our ground.

[Dr. Sunita Sa]

I saw that nine out of 10 health care workers, most of them nurses, didn't feel comfortable speaking up when they saw somebody making an error. And that could be life and death situations.

[Unknown]

It is so interesting the way that we we conflate compliance with goodness.

[Dr. Sunita Sa]

I came to this revelation that we'd misunderstood what it means to defy, whereas my new definition is to defy is.

[Unknown]

To so take me into this a bit more.

[Dr. Sunita Sa]

When we're asked to do something that goes against one of our values, we feel tension. We need to recognize that because that could actually.

[Jonathan Fields]

Hey there. Before we dive into today's show, one quick thing. If you haven't yet followed the show, it would mean the world to me if you took just two seconds to.

[Unknown]

Tap the follow button on whatever app you're listening in.

[Jonathan Fields]

It helps us grow our Good Life Project community and continue creating the best possible show we can for you. And it ensures you'll never miss an episode.

[Unknown]

Now onto the show. I'm Jonathan Fields and this is Good Life Project.

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[Unknown]

There's this notion that defiance is a bad thing, that, you know, it's inherently. It's not okay, you know, keep your head down and sort of like, follow the things. And that you make this interesting argument that says effectively that we are conditioned to believe that compliance is inherently good and defiance is inherently bad. So take me into this argument more.

[Dr. Sunita Sa]

It's so fascinating for me, in particular, as a child, I was really known as being an obedient daughter and a student. And I remember asking my dad when I was quite young, what does my name mean? And he said, in Sanskrit, sunita means good. And mostly I lived up to that. These were the messages that I received. Like, to be good was to do as you're told, go to school when you're told, do your homework, don't question your teachers. And the messages came from family, teachers, community. That we started to equate, or at least I certainly did. And a lot of people I know start to equate being compliant with being good and defiant with being bad. And that becomes so ingrained in us that questioning authority or trying to stand up to someone becomes really difficult. And I certainly struggled with it a lot. And I actually became really fascinated by the sort of single powerful word defy and what it meant. And seeing people that had an easier time of being defiant really fascinated me. And I wanted to explore that in more depth. I started to see situations where compliance became a serious problem when I looked into it, that being so compliant could cause so many serious problems in life. And when I looked into surveys, I saw that nine out of 10 healthcare workers, most of them nurses, didn't feel comfortable speaking up when they saw somebody making an error. And that could be life and death situations. And the same applies with crew members on commercial airlines. Again, another life and death situation where A survey of 1700 crew members found that at least half of them felt uncomfortable when they saw their superiors making an error and did not want to speak up. So I started to think, like, what does it mean to be so good all the time? Is it sometimes bad to be so good and so compliant? And what do we do by, you know, going against our values so often? And how can we make it easier for people to become defiant? And that. That's why I realized after A lot of studying that. I came to this revelation that we've misunderstood what it means to defy. And we need a new definition of. Of DEF.1 that honors our agency and reframes it as a positive force. So if you look at the old definition, to defy is to challenge the power of somebody else boldly and openly. Whereas my new definition is that to defy is simply to act in accordance with your values when there's pressure to do otherwise. And having that positive reframe makes a big difference because these acts of consent and dissent every day live up to the society that we live in. So that's why I'm so passionate about it, because it affects our work lives, our communities, and our personal lives. And it's an important factor that we need to integrate into our lives and make easier and accessible for everyone to be able to defy.

[Unknown]

And that makes sense. It is so interesting the way that we conflate compliance with goodness. You know, it's like, and I think so many of us, we aspire to be. I want to be a good person. I want to think of myself as a good person. I want others to think of me as a good person. A part of that equation is then I should just kind of comply with, like, whatever sort of like the norm around me. And it sounds like what you're describing also is, it's. These could be the norms and expectations in your family. They could be norms and expectations in a single relationship, maybe a partner or a friend. It could be as large as, like, culture, society, a company you're working in, you know, like the entire country. And it seems like we're constantly scanning the way you're describing it, saying, like, what are these norms and expectations and how do I go along with them so I can keep seeing myself as that good person that everyone wants to be around, that I feel good about myself.

[Dr. Sunita Sa]

Yeah. And certainly how you're socialized as a child certainly makes a difference. But the environment that we're currently in also makes a big difference. As you're saying, what does our society expect? What does my relationship with one single person expect? And having worked in different institutions, I really do see sort of how workplace culture really takes a toll on this too. Like, there's some. In some workplaces, you're explicitly told, this is a place where you don't speak up, you just keep your head down and do your work and you don't question. And other places have a more psychologically safe environment where you can question, you can speak up, you can talk about things that you think are going in the wrong direction. So it is really fascinating how much there's, like, an inner aspect, but there's also the interaction with people that you have in your environment. Working in a business school as well, I look into sort of ethics and scandals, and I'm always so intrigued as to when people become what they call like, a yes man or a yes person in a company, because you start equating how good you are with how much you follow your boss's orders and what they want, even when they go off track into sort of ambiguous areas or even clearly unethical areas. Psychologists call it ethical fading that you start narrowing on what is your task and looking at how good you've performed as to how well you do that task, rather than asking the bigger, wider questions as to what is this about? Who's it affecting? Is it?

[Unknown]

Yeah. I would imagine also that so much of this is patterned in childhood. I'm just thinking, like, the typical kid is going to learn really quickly how to be in the good graces of a parent or a caregiver or a teacher. And it's sort of like, as a kid, you want to be in the good graces, in part because it feels awesome, because you're probably at an age where you want to feel like you're safe and protected. And if you're kind of running these subconscious experiments all the time with that older person, which is kind of testing what keeps me in their good graces or gets me in their good graces. And if you keep getting rewarded for complying with whatever the rules and the norms and the expectations are, then you learn at an early age, oh, this is how it works.

[Dr. Sunita Sa]

Yeah.

[Unknown]

This is how I stay in their good graces. This is how I feel good about myself, how they feel good about me. And this is just the way that you're supposed to be in the world.

[Dr. Sunita Sa]

Yeah. I mean, that reinforcement is so powerful. If you get rewarded for being good and you don't get rewarded for anything, that goes out of the category of following my orders and being good. If you don't get rewarded for that, then of course those neural pathways for being obeying are going to strengthen and become very strong. Then you have to really work at rewiring. But it can be done. We can change our default. And I always say that compliance might be our default, but it's not our destiny. We can become different.

[Jonathan Fields]

And it is so interesting the way.

[Unknown]

That this shows up as you described. You gave the example of in the medical profession, which I know you also have personal experience in. I'm curious, in your time in medicine, is this an experience that you personally.

[Dr. Sunita Sa]

Have seen in yourself in terms of not speaking up if I see an error?

[Unknown]

Yeah. Or that you've grappled with in some meaningful way?

[Dr. Sunita Sa]

I remember one occasion really well where I felt very upset about that particular order, but it seemed I was lacking power in that situation to make a difference. I was a junior doctor at the time, and I remember I was concerned about a particular elderly patient. So I ordered some tests and they were refused. Another healthcare worker came along and refused to do it and asked me to delete something on the records that I had actually written. And I was incredibly upset about it. A doctor came and they said, yeah, I agree with you, but there was nothing we could do about that situation. And in that kind of environment, you feel really frustrated and just not knowing what to do. When you actually had noticed something, you'd followed what you thought was the right protocol in that place. So to some extent, I thought I was being compliant, and then I was told to go in a different direction. That doesn't. Wasn't for the best interests of the patient. And that can make somebody quite disillusioned with how to change the environment.

[Unknown]

Yeah, I would imagine. You know, as you're describing that also I'm remembering the sort of, like the famed Milgram shock experiments that I think so many of us probably learned about in college. You know, like they're in different examples. It kind of boggles my mind sometimes how far we'll go knowing there's a voice inside of us that says this isn't right. And yet if we're being told by a person in authority and the culture around us seems to support the fact, but this is just what we do, this is appropriate. Keep doing the thing that, you know, deep down is wrong, that we keep complying. Even when in this particular case, you know, you probably remember the fact better than me. I think it was students in a lab where they were told that there was another student, and in response to answers, they would give him varying levels of shock.

[Dr. Sunita Sa]

Yeah, walk me through this a little bit more. Yeah. The studies were conducted in the 1960s.

[Unknown]

They never be allowed now. So.

[Dr. Sunita Sa]

Yeah, and it was really Milgram, Stanley Milgram, wanted to investigate the sort of claim that from the Nazis after World War II, that I was just following orders. So that particular statement, that's all that they was doing. Was this really a psychological reality? Is that what people do? And he didn't expect that people would do that. There was a group of scientists, psychiatrist as well, that predicted that it was less than 1% would go all the way up to the most dangerous shock, 450 volts, which could harm a human being or even cause cause death. So they weren't the students. There were members of the community that were invited to come into the lab. And it was framed as a learning, a memory experiment. It was set up in such a way that there was a one person who was part of the experiment, so an actor that would always be the learner and be put in a separate room. And the real participant would see that that learner would be strapped to something that looks like an electric chair. And they were looking at the effects of electric shocks on memory and learning to see if that would improve people's learning abilities. And the participant was then designated as a teacher. They're put in a different room and they have to read out these word pairs to the learner. And if they get something incorrect, they have to start for very low voltage, around harmless 15 volts and then work up this scale that was shown quite prominently to the participants up to xxx dangerous fatal shocks. Most psychiatrists predicted hardly anyone would go to the top level. And yet what they found was that everybody shocked at around 150 and everybody shocked at 300 volts even. And then about 65% of people went all the way to the deadly shock of 450 volts, which was really astounding. And he called those participants the obedient ones. The ones that refused were defiant. And that is why we have our definition wrong, because the defiant, the defiant participants were actually doing the right thing and refusing to harm another person. But the obedient ones, and his category of just dividing into obedient and defiant is what we normally do. We have this binary or obedient or you're defiant, when really I've noticed that there is a scale of defiance. And some of those that were classified as obedient were trying to defy. They just hadn't learned exactly how to be able to get to the final stage of defiance. So they would object, they were have had some nervous laughter or they would smile or they would ask questions, but when they were told to continue, they continued. So it was actually quite a shocking experiment and shocking results. He also looked at different conditions that would allow for more defiance, which is also really fascinating to look in. What allows us to be more defiant in those types of situations.

[Unknown]

And just for context here, for those tuning in, the shocks were fake.

[Dr. Sunita Sa]

The shocks were Fake.

[Unknown]

The person thought that they were pushing a button and giving the shocks. But the actor, the person receiving that was just an actor who was sort of like pretending to do this. So there was no actual harm. Can you even say there was no harm doing? Because I often wonder about the psyche of the person who then left that room, going in, thinking, I'm a good person and then leaving, thinking, I've just done something horrible that I don't believe is okay. Like, who am I?

[Dr. Sunita Sa]

Yeah, so that was the. That's why we wouldn't be able to repeat the experiment now because just because there was no physical shocks being given to anyone, people had to live with the fact that they had indeed given someone perhaps a deadly shock. And what did that mean about them? And that could affect people in numerous different ways. So that psychological effect could have been there even though they were debriefed and is really given us a lot of insight into human behavior.

[Unknown]

Yeah, I remember there's this mentalist, Darren Brown, who does all these TV specials. He's like, incredible. I remember seeing one and he does these experiments that really push the envelope of human behavior. I remember seeing him effectively doing his version of this where he was inviting people at an event. Basically, he would create a scenario where he would literally get people to come up to a rooftop and eventually have to choose between pushing somebody off the roof or not. And these were people who were unsuspecting. They had no involvement beforehand. And a very substantial of people did believe that they ended up pushing somebody to their death. Even though it was all contrived and it was mind blowing to just see, like, these are not people where you're like, oh, they just have this secret dark side or like they're secretly evil or violent.

[Jonathan Fields]

This is you and me.

[Unknown]

It's how manipulable we are when the right circumstances and expectations are wrapped around us. It's like, these are us and our family and our friends. And it's so hard to wrap your head around that.

[Dr. Sunita Sa]

Like, when I read the descriptions of the participants that Milgram had written about and them sweating and even laughing nervously, I recognized aspects of myself and I was like, well, they're trying to defy, but they don't know how to. And we really need to learn how to defy in those situations because we get so much training. Well, I got so much training in being compliant. I say a master class of being compliant, but I wasn't taught how to be defiant. And we need to sort of nourish that will to defy when we really want to. And I believe people were. And they were showing so much tension in the those moments, but they weren't able to act through to the end and actually defy the experimenter.

[Unknown]

Yeah, and we've just shared some pretty extreme examples. But this is also. This happens to everybody every day in all the tiniest ways. Whether you're just like a people pleaser or somebody asks a favor and you're like, it's not quite aligned with you and you don't have time, and you're like, just, yes, yes, yes. And as you just had, you write about, you know, this. It's almost like the request for defiance. And the act of defiance creates this tension, like the conflict between your values and your expectations. And take me into this a bit more.

[Dr. Sunita Sa]

So I call this, this tension, resistance to resistance, that we often feel uncomfortable when we're asked to do something that goes against one of our values, which is, you know, probably for many people, not harming another human being. And when we are asked to do that, we feel tension in lots of situations where we want to defy. We feel that aspect of tension. And it can manifest in different ways for different people. So for some people, it could be their throat closing up, or it could be a quickened heartbeat or feeling some sweat. Or I have what I call my crocodile smile, which is like a spontaneous smile that comes up as soon as I'm uncomfortable, because in some ways, perhaps I want to appease the other person, but I also feel very uncomfortable, and I'm trying to mask that in some way that I'm really uncomfortable with what you're asking me to do. And we need to recognize that because that could actually be a warning sign to us. It's a way of your body telling you that you want to defy perhaps before you even know it. And a lot of the time, we just disregard it. We sort of sweep it under the rug, or we just think it's not worth the doubt that we feel. And yet if we did really listen to it, we could think, right now I'm feeling uncomfortable. Acknowledge that to ourselves, and then the next step is, is communicating that to the other person. And that's a big step. But once you can do that, you are much more likely to get to the act of defying and saying, no, I'm not going to do that.

[Unknown]

So I guess the big question in my head then is just on a practical level, you described, you know, that you have this crocodile smile. So you've discovered your tell. You're like, okay, so now my brain translates this as this is happening. There's something that must be going on inside of me where there's a conflict happening here between values and expectations. How might the typical person start to recognize, like, what is the signal inside of me? That should raise the question here.

[Dr. Sunita Sa]

Well, it might be something that you are accustomed to doing. So I know about my crocodile smell. I think one of my colleagues pointed it out to me. I was like, you're right. And also laughter. I have the same nervous laughter, I think, that the Milgram participants would have in that situation. If you've been in a situation where you wish you had done something different and you're recalling it, you probably know how you you felt. So I talk about a time that I went for a CT scan. As a doctor knowing this, how could I not be able to say no in this situation? The doctor had told me to go for a CT scan. I thought it was completely unnecessary. I felt uncomfortable about it. I talk about these stages of defiance, and stage one is that tension. You know, feeling that tension, which could be different for many. You have your own unique sign that you might be able to recognize from having been in these situations. But I certainly felt uncomfortable straight away, and I felt some anxiety and I just swept it away. I didn't even try to acknowledge it to myself rather than communicate to the other person. I think I said the most I said was, oh, is it's only a small amount of radiation. And I knew full well how much radiation was in there. But I thought that was enough for the other person to realize that I was uncomfortable and it wasn't. What I realized then is that even if I get to the point of saying I'm uncomfortable, you need to repeat it several times to be able to then say you're not going to go along with it. So I think learning, thinking about situations where you wanted to be defiant or you wanted to refuse something but weren't able to, you can start thinking, why didn't you. What was it that you felt in that situation? Because what I feel when I end up going along is that tension doesn't go away. It actually increases. And then it makes me think and ruminate about, why did I do that when I didn't want to? So I start thinking about it afterwards. Why did I just go along with that?

[Unknown]

That lands so strongly with me. I'm thinking about what are my tells, what are my internal signals. And I'm pretty sure for me, it's actually my gut is the place where that lands, where when I sense a conflict like this, that tension. Like I know what's right here and I'm not doing it in some way, shape or form. It often lands, it's embodied for me before. It's cognitive. Like it starts my body and then like, like my body's kind of twisting or spinning and often in my gut. And I feel like my brain then sort of like even subconsciously is like, ooh, what's happening here? It's almost like it goes from the gut up into my brain and my brain starts to ask the question, like, what's this signal about what's actually happening?

[Dr. Sunita Sa]

Happens to me too. Like I feel like, oh, something feels wrong but I don't know what it is and I have to try and then figure out, like, what is it exactly that feels wrong about this situation.

[Jonathan Fields]

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[Unknown]

So you describe the sort of like the stages of defiance, starting with this early tension, this signal. Walk me through the progression here.

[Dr. Sunita Sa]

So stage one is that tension and then it's an important step. Is that next thing about acknowledging that tension to yourself? So stage two is acknowledge it. Tell yourself you feel tension, something feels really wrong, you feel uncomfortable rather than just disregarding it, which so many of us do. Then stage three is articulating that tension to someone else. Like perhaps the person who is asking you to do something that you think is wrong. So telling them that you're not comfortable with that and that stage three is actually a critical stage because if you can get to stage three, you're more likely to get to the end stage. Stage five and defy stage four is to continue saying that you feel uncomfortable and sort of threaten to set, you know, you basically threatened and to defy that I Can't go along with that, you know, so it's remaining. Sometimes I get to stage three and I go back, but that's. If you can get to stage three, you can just repeat it. So stage four is saying that you don't think you can comply with this or you're not going to comply with this. And then stage five is the actual defiant act. And the most interesting aspect about that is that once you do get to stage five, a lot of that tension that you're feeling just evaporates and you actually feel great about being able to go along with your values and what you thought was the right thing to do in this situation.

[Unknown]

Yeah. I mean, even knowing that there may be repercussions because if you have just stated your defiance and made an act that is perceived as being a defiant act within a system or a culture where it's like they, like, you know, that's not okay, it's not accepted. That's so interesting. Right. Because on the one hand you may be feeling this internal alignment where the warning signals internally are kind of calming down and your mind is like, yeah, like that was the right thing. But then externally, like you may have to pay a price for that. And this is some of, some of the things you write about, you know, like it's. And, and it goes to, you know, it starts to speak also to power differentials and who really, who gets to defy and when.

[Dr. Sunita Sa]

Yeah, So a couple of things there. One are the costs of defiance, which a lot of people think about. Right. So it's one of the things that keeps us so compliant is that we fear the costs. And they might be consequences. They usually are consequences of being defiant. So you might not get promoted, you might lose your job, you might damage a relationship. And these are the things that are often on our minds when we think about defying. But we don't think about the, the costs of continually complying with other people. And because there are large costs of that. If you are not living in alignment with your values and you're constantly bowing your head to other people and disregarding your value, it can be soul crushing. And that can affect you both psychologically, spiritually, physically, it takes its toll as well. So we do need to take that into consideration. And then there is a defiance hierarchy where it's easier for some people to defy and live in alignment with their value and for others that are not of the dominant class. So there's more of a backlash, there's more consequences for defying, especially in certain situations. I Mean, we know that black people are more likely to experience severe consequences if they refuse to give over their cards or if they refuse to comply with the police, even if the police are wrong in conducting a certain research of any kind. The students that I've spoken to, my African American students, my black students, they will say they comply because they want to go home. They want to go home. That is not the time to defy. The time to defy is later, but not when you could be physically unsafe. So we need to make assessments as to how safe this environment is. And also another good one is to think about what impact is it going to have. And we can think about time not just so we remain compliant continuously, but that we find the right time to defy when it's going to be both safe and effective.

[Unknown]

That lands us so too, there are certain systems or cultures, whether it's work or whether it's society, where if you say, I can't just go along anymore, it's time for me to actually do some act of defiance. And you think about the cost benefit analysis there, and you're like, okay, because I get to be true to myself. I know what's right, and I need to stand in my values. All right? That will make me feel so much better. And on the cost side, there may be times where you're thinking to yourself, this may effectively get me cast out from the culture, from the family, from the company, from like, whatever it is. Like, I literally may not be able to. That door may be closed to me, you know, and I may have to find a new culture or place or family. But then there are moments where you've got to still live in that world no matter what. It just is what it is, you know, and it's awful. But, like, on the cause side is like, I'm then going to have to sort of like, stay in this community, this society, this culture, because effectively there's no real easy way out and pay that price in various different ways, maybe indefinitely. And that's gotta be such a brutal thing to grapple with.

[Dr. Sunita Sa]

Yeah, it really is. And I heard some fascinating stories about how people manage this in different ways. So one was a police officer that I spoke to that he trained during the time of the George Bloyd incident. And he saw how the rookie officers were so compliant to their training officer in restraining George Floyd, and he didn't want to be like that. And he. There was a situation where they were late at night investigating some. Some bicycle thefts. And he was a rookie police officer himself. And he was with some veteran police officers that wanted to search the garage of someone because they suspected, I think, that there might be some bicycles in there. And he knew that, he knew his law that this could not be, that they didn't have any standing to go in there, right? Nobody was screaming, there was no blood on the floor. And they needed the home homeowner's permission. And the veteran police officers were kind of annoyed that this rookie police officer had called this out. And they said, okay, get permission. And he knocked on the door for a really long time. The homeowner's car was there, but he was probably fast asleep and he didn't answer the door. And the senior police officers were like, eff it, I'm going in. And he refused to go in because he was just imagining a situation where they're searching this garage and the homeowner would come out and think somebody was in there and perhaps take action and something terrible could happen. So he was motivated by the worst case scenario and he just didn't want to be involved. So he decided not to comply with his senior officers. And the only reason he could actually do that, which is a very difficult situation to be in and to do that, is because he had thought about it before he joined the police force. You know, his father was a police officer and he said, I knew this job was going to be difficult. He told me, I knew this job was going to be difficult and I was going to see some unethical things and I just didn't want to be the person that just followed orders and did the wrong thing. So he had already thought and contemplated those situations where he imagined this. But the consequences for him were pretty high. Like as soon as, as the journey back to the police station, everybody was really quiet. And then within an hour he was in the office of his superiors and they were telling him that he was wrong and his voice was stuttering, but he was glad that he did it. But word went all around and he was basically ostracized. In the end he ended up getting referred to another unit, which was much better, but there were consequences for him. And he said that he was fine to take them on because that that's what was important to him. But it takes a lot of thinking through and knowing that this is the time to act and also real clarity.

[Unknown]

And self awareness, you know, to sort of like say, you know, like I'm going into a situation where who knows what may happen and certainly pre thinking, you know, like, what are the some of the most likely situations That'll come up, you know, against on maybe just a daily basis even. And how might I handle them? And like, what are the values that I would bring to it? Is this kind of, you describe this phrase that you call sort of like your true no? Yes, sort of like, are we kind of talking about like this in a roundabout way? To a certain extent there is a.

[Dr. Sunita Sa]

True no and a true yes that I refer to, which is often when we comply, we just go along with what somebody else has asked us to do. It's really dependent on the external circumstances and somebody else asking, as it's not in alliance with our true values. Whereas what I call consent by taking informed consent from medicine and the definition of informed consent there, which has five elements, which is that you have the capacity, so you have the mental capacity not impaired by disease, sickness, drugs or alcohol. So you have the capacity to make the decision. You have the information, the knowledge and the understanding of that knowledge. You know the risks and the benefits and the consequences. And also you have the freedom to say no. Because often if you don't have the freedom to say no, then you can't consent. It's simply compliance. If you have those four elements, capacity, knowledge, freedom to say no, then you can authorize your either true yes or your true no. But often we just end up complying with things even though all those factors are present because we're being very conscious. It's not a knee jerk compliance, but it's what I call consciousness compliance that we comply with it because the costs of defiance are too great in the moment. So we're just putting our defiance on hold. We're not planning never to defy, we're just putting it on hold in the moment. But when you mention pre thinking, that's something else in terms of preparing for how to defy. Because a lot of the situations that we face could be predictable. So we might know that this particular friend or this particular work colleague, they're always going to make some kind of sexist remark. And if you let it go in every encounter or meeting, you feel bad about it and you want to do something different. So you can predict some of the things that would happen. So like Kevin, the police officer could predict something was going to come up and how would you like to respond? For me, it was the CT scan that I went along with that and I regretted it. And so I was like, next time this happens, I want to do something different. And so the first thing we want to do is think about those situations and visualize, anticipate, it, visualize it. And then pre script or pre think, what is it that you would like to say? What would be your aspirational self? That who would you like to be in this situation? And then practice it, because if you do all of those things, your neural pathways change. So even if you're doing default was compliance, you can now become through a new default of becoming defiant. So that practicing that skill is really important because we can get our mouths used to saying the words and our ears used to hearing it, because we're not used to being defiant, or we might not have been trained to be defiant. And there's this wonderful quote that's often attributed to Bruce Lee, but it was actually a Greek poet that said, under duress, we don't rise to our level of expectations, we fall to our level of training. And that's why it's so important to train for defiance. It's a practice, not a personality.

[Unknown]

And I would imagine part of that training also is the reframing of what defiance really is and what isn't. As you offered early in our conversation. It's to sort of offer yourself and remind yourself of that alternate definition of what defiance is, which is really. Can you share that again once more? Just sort of.

[Dr. Sunita Sa]

So the old definition of defiance is to challenge the power of another person to resist boldly and openly, whereas my new definition is to defy, is to act in accordance with your true values when there is pressure to do otherwise.

[Unknown]

Right. So to remind yourself that that's what defiance really is. And that also brings up another question, which is, we've talked around this notion of values a whole bunch in this conversation, but let's just dive right in, because I think values is one of these phrases where people have heard them in so many different contexts. Almost anyone who's been sort of like in the world of work for more than a hot minute has probably done some form of values exercise at some point as part of an off site or an onboarding process or something. And a lot of people probably roll their eyes at the notion of values these days too. Take me deeper into what we're actually exploring here when looking at value. Values.

[Dr. Sunita Sa]

Yeah. So values, the most powerful interpretation of values are words such as integrity, fairness, equity. What's really important to us. It's not something like homosexuality is wrong or abortion is right, which they're subjective stances. And there's two answers right, and that's why it becomes divisive. But for values, when I do ask my executive students to list their values, most of Them will list integrity because it's a value that is very highly rated in our culture that if anyone says that our character lacks integrity, it's a huge insult. Nobody wants to be known for lacking integrity. So I actually asked my students to conduct, conduct this exercise. So when they're in the room, I ask them to rate their honesty in comparison with other people in the room on a scale of 0 to 100. Where 0 is, you think you're the least honest in the room, 100 you think you're the most honest in the room. And 50, you're about average. I asked them to write their number down so they can't change it. Can you imagine what they say?

[Unknown]

I would guess most people think that they're more honest than the typical person, which also has an embedded assumption, which means they're also assuming that most other people are sort of a little bit dish off.

[Dr. Sunita Sa]

I mean, actually the results year after year are pretty extreme, that they rate themselves, pretty much all of them rate themselves as 80 or above, which is impossible, right? Because if the average is 50, half the class needs to be below 50. But yet hardly anyone says 50 and pretty much no one is going to go below. And so that, of course, is impossible. So on one hand, we're rating our values very highly and what we think, how we live up to our values. But what my research has shown again and again is what somebody believes their values to be is actually quite different from how they actually behave. And this starts at quite a young age. So I'm always astounded by the survey of over 20,000 high school students. Sense as, because I have a son at high school. So this survey stays in my mind or not. Because in that survey, nearly 2/3 reported cheating on a test. Oh, that's a lot. And nearly one third admitted to stealing something from a store in the past year. And more than 80%. This is heartbreaking. More than 80% said that they had lied to a parent about something significant. So these figures are likely to be conservative as well, because one in four of the confessed that they'd lied on at least one question in the survey. So. And it's not unique to high school students because even though they're saying those things, they're saying they're happy with their ethics and integrity. Our actions are not aligned with our behavior. So we need to become, first of all, more aware of when that happens and how we can resist unwanted influence because so much of of our behavior is influenced by other people and what they ask of us. And learning to Defy is one important way to be able to resist that. And so we can start to decrease the gap between who we think we are and what we actually do. And that becomes really important to put defiance into practice if we want to stay true to our values. I also think with the values exercise, writing your values down and explaining why they're important might, you know, it might lead us to roll our eyes because it's hard. But what the research shows is if you actually do that, first of all, your intended behaviors are more likely to follow. And if you clarify your values, you actually feel less stress going along with them. In these situations, there's a lower biological stress reaction, lower cortisol levels, if you are very clear about your values and who you want to be. So coming back to your idea, aspirational self. If we want to live our life aligned with our values, we want to be fair, we want to have integrity, we want to show benevolence, all of those things. If they're important to us, why not live a life aligned with them rather than just going along with what somebody tells us in a situation?

[Unknown]

I wonder also with sort of like the values, the typical values exercise, if the knowledge that at some point you might need to share what you wrote down on your piece of paper with other people in that room makes it an act of compliance. Because you're like, you know, you're going to be judged for what you write down, and you want to be seen as the, quote, the good person in the room. So you're like, what are the top five values that a person like me, who's a good person and a hard worker and wants the career path, like, what would that person write down? Let me write these things down. And even if you think you're writing down what's true to you, there's like a subconscious script that might be running, nudging you towards writing down the values that are really like, the subject or the external expected values rather than what's true to you.

[Dr. Sunita Sa]

Yeah, that certainly could be possible. They don't share with the other students, but they are sharing with me. Right. So it could be, I wonder what my professor wants to hear here, but maybe I will do an exercise where they don't have to share it with anyone. They can just do it for themselves. Do remember an exercise that I did this summer where we did get a little bit deeper about not just values, but how they want to live their lives. And I did have student come up and say, once you've read these, can you please delete them off of the. And I was like, that's absolutely. It's going to go no further.

[Unknown]

Yeah. Years ago I was working on a book on how people handle uncertainty, sort of like unquantifiable uncertainty, where you've got to make a decision or take an action and there's no easy way to actually define the probability of things going off the rails or succeeding and even what the stakes would be be. And this is sort of like a classic variation of what often became known as the Ellsberg paradox, where you've got two urns next to you and one has 50 black marbles and 50 white and the other has a blend of 50 black and white marbles, but you have no idea what the distribution is. And you have to make a gamble saying, I'm going to wager all the money in my bank account and then pick a marble from one. And you have to guess do I want to pick from the urn that is where there's a known distribution. 50, 50, or just random. And most people default to the known distribution even though there's no rational basis to do that. We don't want to be seen as choosing wrong. But when that experiment was repeated and there was a variation that was really interesting, where they set it up so that the expectation of the person who had to make a choice, they were confident that that choice would never be known by anybody else, including the experimenters. The bias away from the uncertain option completely vanished. What they start to realize there was a massive of social context in that scenario. And I wonder if a similar thing happens with values. If you just said, do this exercise at home, write it down for yourself, never show another person. Would somebody come up with a different answer?

[Dr. Sunita Sa]

I wonder how we would actually investigate that.

[Unknown]

You'd have to find out. Right.

[Dr. Sunita Sa]

I love that aspect of unknown versus unknown. It reminds me of a study that I've done with Caitlin Molly at Cornell, where we lock into do if somebody tells you to do, to make a decision that goes against your better judgment. We predict that if somebody tells us to do that where if something goes wrong, we're going to feel less blame, less responsible. But what I find when it actually happens, they're more likely to blame themselves and feel more responsible and feel more regret than if they'd made their decision on their own. And that's because they went against their better judgment and did something just because somebody else was telling them to when they kind of knew better. And then if something goes wrong, they actually blame themselves. It is really fascinating when you look into these things and the social desirability of what you're saying with the high school students. I'm surprised we got so many admitting those things and then saying, well, actually, you know, I also lied. Didn't want to admit some things, right?

[Unknown]

It's amazing.

[Jonathan Fields]

And we'll be right back after a word from our sponsors.

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[Unknown]

You talk about this other interesting phenomenon, the false defiance trap. Take me into this.

[Dr. Sunita Sa]

Ah, so false defiance can often look like true defiance in that it could often be sort of even loud or rebellious. And it could be like just going along with perhaps a political crowd because everybody else in your community is doing so. It could look like reacting to something on social media again, because you want to be seen as right or you want I think about false defiance a lot with my teenage son. When I ask him to do his homework and he's playing video games and he'll say, oh, I was about to do my homework, but now that you've told me to, I'm not. And he thinks he's being defiant if he doesn't do exactly what I say. Or he does the exact opposite. But that just shows if you're doing the exact opposite of what I'm asking you. You're actually listening entirely to me. Right. You're totally dependent on what I want. You're not doing what you want to do, and you should. So I call that false defiance because it doesn't. It's not a thoroughly considered decision that is going along with your values. It's reacting to something else externally. So we want to be careful that we don't fall into that false defiance trap.

[Unknown]

Yeah, it's really. It's like. It's performative, defiant. You're doing it, in fact, because you want to comply with whatever sort of the. The culture is around you that you want to see as. Be seen as fitt. And which also brings up another phenomenon I thought it was really, which is this notion of what you define as quiet defiance. I thought it was really interesting, especially in the context over the last years we've heard this term in the business world as we were sort of emerging from the pandemic, quiet quitting. And I was like, oh, that's an interesting potential overlay there.

[Dr. Sunita Sa]

Yeah. I mean, my understanding of quiet quitting, if I'm right, is that it's doing your job, but not. Not going overboard with your job. So you're doing what's required of you, but you're not going out of your way. Something that came up during the pandemic when people actually could reflect on their values and what was really important to them. It's, you want to be defiant. But you can be defiant in different ways, and this one is by not publicly saying no, but you are being defiant and staying true to your values. So there's many different ways that quiet defiance can come into play. And there's the story of Matthew, who's one of my students who'd been deployed to Iraq, and he had experienced some encounters where his immediate superior, he hadn't exactly agreed with it, whereas before, he just went along with everything. And in the military, you know, it's all, yes, yes, yes, you have to, because that's what you've been trained to do. And it could be very dangerous not to follow orders. But there was one particular incident where they were in the desert and they heard some. Some gunfire and they stopped, but they couldn't see where it was coming from. And he told me that the rules of engagement is that you need to have a clear line of sight. You can't just spray and pray. And that's exactly what they were ordered to do, was just spray and pray because you could hurt Citizens. And in that moment, he turned around and he didn't fire. And he said it was like half conscious, half unconscious, but it was due to previous sort of incidents that had happened before that he hadn't agreed with. When his superior. When things calmed down, his superior asked him what he was doing, he didn't say he was defying the order because then he would have been in serious trouble. He said that he was providing security was the only reason he could think of of why he didn't spray and pray. His sergeant said, well, I didn't order that, but it was actually a good idea. So he let him go. And that little bit of quiet defiance made it easier for him to actually be a little bit more defiant in the future. When they had a mission that they had to go on, a night mission, which he thought was very, very dangerous, he did go to his sergeant and say, you know, I think this is going to be too dangerous. We're going to lose a lot of men. And he wasn't rewarded for that. You know, he did go. He was going up for a promotion, and he was denied. But they did actually have to call off that mission half an hour into it because it was so dangerous. So even though he was right, he did suffer in his career for that. But his goal in the military is to make sure that his team remained safe. That was the most important thing, and that became priority to him over his career. So he said he never got to the point where he would openly defy an order, but quiet defiance helped him at least remain true to some of his values.

[Unknown]

Yeah, and I mean, you know, again, that's sort of like a very big lives on the line example, but you could imagine scenarios just in everyday life with tiny little things where you could potentially say, okay, so maybe I'm not in a place where I'm ready or even feel safe to stand up and stake my claim to Defiance here, but is there a quieter, maybe safer way that I can stay true to my values and not do necessarily. What is the compliant option? In a way that feels like it's an easier lift for me, and maybe it feels like part of what you're doing here also is trying to figure out how to minimize the cost.

[Dr. Sunita Sa]

Right? I think that's true. And there is one of the versions of the Milgram experiments where the experimenter gives the orders, but doesn't monitor whether the shocks are given, so he's given the orders by telephone from another room. And the most interesting aspect about this is Defiance goes up, up. So from About a third to. Can't remember entirely, but it could be as high as like 80%. It goes up a lot. They're sort of reassuring the experimenter they're giving the shocks, but they're not actually giving the shocks. Or if they are, they're repeatedly giving the lower level shocks, around 15 volts and telling them, yes, I'm increasing it, I'm increasing it. And so that quiet defiance allowed them to not have that confrontation with the experimenter, but remain true to their values of not harming someone else.

[Unknown]

Yeah. I mean, which is interesting. On the one hand, you're like, wow, you're like really sticking to your morals and to your values. That's go you. And on the other hand, it also raises an ethical question here because, okay, so that was an extreme thing where you're actually causing or you think you're causing harm to it. But what about when you're in that context where somebody else or the culture or the rules of the game actually are more appropriate or are safer or are better, but you have a values conflict. So you end up defying in a way which allows you to stay true to you, but may actually cause harm because the way that you saw it wasn't right.

[Dr. Sunita Sa]

Can you describe a situation? Are you thinking about a particular situation?

[Unknown]

I don't have one in mind, but I'm just sort of thinking, you know, in a work situation. In a very past life, I was a lawyer and we did deals, like big deals, public offerings, blah, blah, blah. And I was very junior. I didn't know what I was doing, but I had a pretty strong moral compass. And there were very likely times where I felt like I was being asked to do something that just didn't sit right with me. I complied because back then I was like, who am I not to. And the outcome was good. And had I actually defied it would have caused harm to me, to my career. But also there's a reasonable chance that it would have had a negative outcome on the deal or on our clients as well. Because I just like, I didn't know what I didn't know.

[Dr. Sunita Sa]

Yes. So that is a risk. And when I talk about what is true defiance or your true know that having those five elements, it's very like we want for informed consent also has to be there for defiance. So do we truly. Do we have the knowledge and the understanding? Because that's really critical to get to true defiance. Because if we don't, then we should seek it out before we should wait.

[Unknown]

To defy as we start to wrap up our conversation a bit. If we zoom the lens out a little bit and we start to think, okay, so, like, what are some of the core meta skills of this new approach to Defiance? What would you offer up? What should we be thinking about here?

[Dr. Sunita Sa]

I think one of the largest sort of shifts that you can make is not thinking of Defiance as being loud and bold and maybe angry or aggressive, and that you have to have like a strong personality or be larger than life. Right. You don't have to be sort of this big hero to incorporate Defiance in your life. You can be defiant in your own way that's unique to you, with less angst. Right? So we could all have our own unique way of being defiant. And it isn't just for the extraordinary, the brave people, the Rosa Parks. It's actually available and necessary for all of us. So I think that would be a key takeaway that I would love people to know and then that we have to make Defiance a practice. We have to train for it and we have to practice so we can be who we aspire to be in that situation. And so that training is really important. But at the end of the day, yes, there are costs for being defiant, but there are also costs for being compliant. And being defiant leaves you to have a more honest life. In a way it can bring joy because it can be more authentic and live a life aligned with your.

[Unknown]

That makes so much sense. And it's a perfect place for us to come full circle. If I offer up the phrase to live a good life, what comes up.

[Dr. Sunita Sa]

To live a good life is to live a life in alignment with your values. A more honest and authentic life.

[Unknown]

Thank you.

[Jonathan Fields]

Hey, before you leave, if you love.

[Unknown]

This episode of Safe Bet, you will also love the conversation we had with Zoe Chance about influence and persuasion. You'll find a link to Zoe's episode in the show Notes.

[Jonathan Fields]

This episode of Good Life Project was produced by executive producers Lindsay Fox and me. Jonathan Fields, editing, helped by Troy Young.

[Unknown]

Christopher Carter crafted our theme music. And special thanks to Shelley Del Bliss for her research on this episode. And of course, if you haven't already.

[Jonathan Fields]

Done so, please go ahead and follow.

[Unknown]

Good Life Project in your favorite listening.

[Jonathan Fields]

App or YouTube too. If you found this conversation interesting or.

[Unknown]

Valuable and inspiring, chances are you did, because you're still listening here. Do me a personal favor. A seven second favor.

[Jonathan Fields]

Share it with just one person. I mean, if you want to share.

[Unknown]

It with more, that's awesome too.

[Jonathan Fields]

But just one person.

[Unknown]

Even then, invite them to talk with you about what you've both discovered to reconnect and explore ideas that really matter. Because that's how we all all come alive together. Until next time, I'm Jonathan Fields signing off for Good Life Project.

[Boost Mobile]

Listen up. You can get the new iPhone 16e with Apple Intelligence for just 49.99 when you switch to Boost Mobile. We pulled so many all nighters to give you this deal and hey, stop messing with the mic.

[Capital One Bank Guy]

I'm just helping us catch people people's attention. This is a great deal.

[Boost Mobile]

Exactly. So it doesn't need all that.

[Dr. Sunita Sa]

Fine.

[Boost Mobile]

Get the new iPhone 16e available at Apple Store locations and the Apple Store online.

[Capital One Bank Guy]

Visit your nearest Boost Mobile store for full offer details. Apple Intelligence requires iOS 18.1 or later. Restrictions apply. Banking with Capital One helps you keep more money in your wallet with no fees or minimums on checking accounts and no overdraft fees. Just ask the Capital One bank guy. It's pretty much all he talks about. In a good way. He'd also tell you that this podcast is his favorite podcast too. Ah, really? Thanks Capital One Bank Guy. What's in your wallet? Term Supply See CapitalOne.com Bank Capital One NA Member FDIC this episode is brought to you by Progressive Insurance. Do you ever think about switching insurance companies to see if you could save some cash? Progressive makes it easy to see if you could save when you bundle your home and auto policies. Try [e-mail] Progressive Casualty Insurance Company and affiliates. Potential savings will vary. Not available in all states.

[Hannah]

Hey guys, it's Hannah from Giggly Squad. You know, I love beauty and that's why I go to Sephora. It's not just shopping, it's like a glam experience. The beauty advisors actually get beauty, unlike those big box stores and they give me all the advice I need. And I love going with the products you can only find at Sephora. Like my new favorite Kayali fragrance. Fragrance. My perfect shade of Haus Labs foundation and finally restocked my Laneige Lip mask. All with the help of real experts. Oh, and if you haven't tried Day Shampoo, go try it. It's a game changer. Sephora isn't just a store, it's the beauty destination.

[Dr. Sunita Sa]

Go.

[Hannah]

You'll thank me later.