The Relationship Between Cognitive Dissonance and Judicial Decision Making

Abstract

This paper explores the effect dissonance has on the judicial decision-making process. Leon Festinger (1957) introduced this theory and outlined how individuals attempt to avoid this feeling. Cognitive dissonance is the conflict that arises between two separate viewpoints that one person holds. This theory is applied to the different steps of the decision-making process and some behaviors that judges use to ease the dissonance. The paper identifies judges as leaders and examines how individuals examine their process and learn from it. Leaders are encouraged to analyze the judge’s process and compare it with their own. The purpose of this paper is to inform and start a conversation on cognitive dissonance and leadership and how they apply daily life.