Understanding

Lets extend the text discussion of the role group polarization plays in terrorism. Fathali Moghaddam defines
terrorism as politically motivated violence, perpetrated by individuals, groups, or state-sponsored agents, intended
to instill feelings of terror and helplessness in a population in order to influence decision-making and to change
behavior. He conceptualizes the terrorist act as the final step on a narrowing staircase in which the options available
to frustrated perpetrators gradually decrease.
The foundational, ground floor is occupied by millions of people who experience injustice and relative deprivation.
Fraternal deprivation, the feeling that ones group is being treated unfairly, is central. It is most likely to arise when
group members feel that their path to a desired goal, a goal that others have achieved, is blocked. Images of
affluence and democratic lifestyles enjoyed by other people have fueled such feelings of deprivation among vast
populations throughout the world.
Individuals climb to the first floor and try different doors in search of solutions to what they perceive to be unjust
treatment. A key question is whether doors will open to talented persons motivated to make progress up the social
hierarchy. If people do not see possibilities for such mobility and cannot adequately influence the procedures
through which decisions are made, they keep climbing the staircase.
Individuals who reach the second floor and still perceive grave injustices experience anger and frustration. Leaders
can readily influence them to displace their aggression onto an enemy. Those individuals who develop a readiness
to physically displace aggression and who actively seek opportunities to do so, eventually leave the second floor and
climb more steps in an effort to take effective action against perceived enemies.
On reaching the third floor, they are gradually engaged by the terrorist organization to adopt their morality.
Terrorism is seen as a justified strategy. The organization thus persuades recruits to become disengaged from
morality as it is defined by government authorities (and often by the majority in society) and engaged in the way
morality is constructed by the terrorist organization. What others see as terrorism is depicted as martyrdom.
Potential recruits find themselves engaged in the extremist morality of isolated, secretive organizations dedicated to
changing the world by any means.
By the time the person has reached the fourth floor, he or she has little or no opportunity to exit alive. One category
of recruits consists of those who will be long-term members. They become part of small cells, each numbering four or
five persons with access to information only about other members in their own cells. A second category of foot
soldiers are recruited to carry out violent acts and to become suicide bombers. Interestingly, the entire training and
implementation of the terrorist act may take no more than 24 hours. The recruited individual is given much positive
attention and treated as a kind of celebrity by the recruiter (who stays constantly by his or her side) and by a
charismatic cell leader.
On the fifth floor, recruits are trained to sidestep any inhibitory mechanism that might still prevent them from
injuring and killing both others and themselves. They now believe that all outside the group, including civilians, are
the enemy. Differences between the in-group and outgroup are exaggerated. Those carrying out the acts may also be
convinced that attacking civilian targets will spark observers to recognize the truth and revolt against authorities.
Because victims seldom become aware of the impending danger before the attack, they are unable to behave in ways
that might trigger inhibitory mechanisms in the perpetrator (e.g., establishing eye contact, pleading, crying).
Moghaddam, F. M. (2005). The staircase to terrorism: A psychological explanation. American Psychologist, 60, 161169.

Groupthink
To prevent groupthink, Irving Janis made the
following recommendations.
1. One or more members should be assigned the role of devils advocate.
2. Occasionally, the group should be subdivided. Have the subgroups meet
separately and then come together to discuss differences.
3. After the group seems to have reached consensus, have a last-chance
meeting in which each member is encouraged to express any remaining
doubts.
4. Call in outside experts to challenge the groups views.
5. Have each group member air the groups deliberations with trusted associates
and report their reactions.
Janis, I. L. (1982). Groupthink. Boston, MA: Houghton Mifflin.