By TERRY STAWAR
“… the race is not to the swift, nor the battle to the strong ...” — Ecclesiastes 9:11
Last month, when the Floyd Central football team unexpectedly defeated Jeffersonville High School, the News and Tribune quoted Floyd running back Gaige Klingsmith as saying, “This was a huge win, and everybody was doubting us. We were the underdogs and came through.”
Just the other night, my wife Diane and I were watching a Scottish television show about how a group of misfit underdogs managed to defeated their powerful arch-rivals in the traditional Scottish game of shinty (a cousin to racquetball). Whether it’s sports, politics or international conflicts, people are always attracted by the idea of a winning underdog.
From the Old Testament’s David and Goliath to the “Hunger Games’” Katniss, the successful underdog is an archetype that is familiar to all of us. In fairy tales, we have Cinderella, and in sports we have James J. Braddock, the "Cinderella Man" who defeated heavily favored Max Baer for the world’s heavyweight boxing championship in 1935.
What else, besides a preference for underdogs, could account for all those Chicago Cubs fans?
Many of us identify with the underdog automatically. This may be because there are so many more underdogs than top dogs. In most endeavors, there is only one top dog, while there are many underdogs. To paraphrase Lincoln, God must have really love underdogs, since he made so many of them.
A few years ago University of South Florida psychologist Joseph Vandello conducted several studies about people’s preferences for underdogs. In one study, participants first read an essay about the history of the Israeli-Palestinian conflict. Afterward, half of the group was presented with a map showing Palestine as an area smaller than Israel while the other half was given a map which was altered to show Israel as being smaller in size.
When asked who they sided with, all participants chose the side that had the smaller map representation. Delving a bit deeper into the issue, Vandello also found that most people believed that underdogs worked harder than favorites. People naturally seemed to like for someone to defy the odds.
New York Times writer Steven Kotler suggest that we are attracted to underdogs due to that most American of values — “infinite possibility.” We like to believe that in America any one can grow up to be president, and it encourages a sense of hope in our own lives.
Aside from our respect for hard work and the sense of hope they engender, the underdog’s appeal might be rooted in something even more basic. According to Los Angeles Times science writer Geoffrey Mohan, our brains may be actually hard-wired to identify with the underdog.
He cites a Japanese’ study in which 10-month-old infants watched an animated video of a yellow square (the underdog) being pursued by a bullying blue circle. The ball bumps the square seven times and then smashes it completely. The researcher found that 16 of the 20 infants tested reached out for the underdog yellow square.
In his most recent book, “David and Goliath: Underdogs, Misfits, and the Art of Battling Giants,” Malcolm Gladwell, a writer at the New Yorker magazine, examined the underdog phenomena in the light of modern social science. Gladwell first considers the biblical story of David and Goliath, analyzing it from a novel perspective.
He maintains that in ancient times, armies had three types of troops — infantry, cavalry and projectilists (slingers and archers). Each group had its strengths and weakness.
For example, infantry required close-quarters fighting in order to be effective, while cavalry moved too fast to be accurately targeted by projectiles. The slinger was a feared and respected warrior, not just a youth with a slingshot, as we often think of the shepherd boy David.
When the Philistines proposed one-on-one combat to settle their dispute with Israel, they had an infantry vs. infantry confrontation in mind. David, however, turned the tables, as he felt no obligation to play by those arbitrary rules.
Gladwell cites one historian who said that Goliath had as much chance against David as any Bronze Age warrior with a sword would have against an opponent armed with a .45 automatic pistol. In contemporary vernacular, it seems that without realizing it, Goliath had taken a knife to a gunfight.
Diane says that it’s like that scene in Raiders of the Lost Ark when the crowd parts and the huge swordsman steps forward expertly handling a massive blade. Like David, Steven Spielberg changes the paradigm and instead of giving us the arduous close quarters fight we expected, he has the exhausted Indiana Jones simply pull out his pistol and readily dispatch the scary and troublesome fellow.
We didn’t expect it, but we loved it.
Changing the paradigm is the primary weapon in the underdog’s arsenal. Gladwell also refers to the work of Harvard political scientist Ivan Arreguín-Toft. In 2001, Arreguín-Toft published an article in the journal International Security titled “How the Weak Win Wars: A Theory of Asymmetric Conflict.”
This work analyzes how underdogs can and often do win.
According to Arreguín-Toft’s analysis of international conflicts over the past 200 years, the stronger side typically wins about 70 percent of the time. When the underdog, however, doesn’t play by traditional rules and adopts guerrilla or other unconventional tactics, this weaker side wins almost 64 percent of the time.
But even underdogs find it difficult to abandon tradition. During the American Revolution, George Washington, for example, was determined to fight the war using classic European military strategy, despite the colonists’ early success with unconventional tactics. He found them distasteful and it almost cost him the war. Underdogs often win using approaches that the opposition finds “unsportsmanlike.”
This willingness to be disagreeable is related to the basic personality structure of the successful underdog. For the past 30 years, psychologists have refined a theory of personality based on what is called the Five Factor Model. Using factor analysis they identified a set of basic personality traits, known as the Big Five.
The Big Five factors are: openness, conscientiousness, extraversion, agreeableness and neuroticism. University of Toronto psychologist Jordon Peterson’s research suggests that successful underdogs display high levels of openness and conscientiousness, but low levels of agreeableness.
This profile paints a picture of an individual who is open to new ideas, self-disciplined and works very hard, but who is also prone to be uncooperative, antagonistic and uncomformist — just the sort of person liable to skillfully use a creative and unconventional approach that others might find objectionable.
According the Gladwell, we should all keep in mind that the strong are not necessarily as strong as they think they are. Likewise, the weak are not necessarily as weak as they are believed to be.
If you find yourself in an underdog position, the three things to remember are: 1. Work as hard as you possibly can; 2. Don’t be bound by convention and be open to new and creative approaches; and finally 3. Don’t worry about what other people think.
I’m pretty sure that the Philistines booed David when he first pulled out his slingshot.
— Terry L. Stawar, Ed.D., lives in Georgetown and is the CEO of LifeSpring the local community mental health center in Jeffersonville. He can be reached at email@example.com. Checkout his Welcome to Planet-Terry blog and podcast at www.planetterry.wordpress.com