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Flavor of the Month: Why Smart People Fall for Fads
While fads such as hula hoops or streaking are usually dismissed as silly enthusiasms, trends in institutions such as education, business, medicine, science, and criminal justice are often taken seriously, even though their popularity and usefulness is sometimes short-lived. Institutional fads such as open classrooms, quality circles, and multiple personality disorder are constantly making the rounds, promising astonishing new developments―novel ways of teaching reading or arithmetic, better methods of managing businesses, or improved treatments for disease. Some of these trends prove to be lasting innovations, but others―after absorbing extraordinary amounts of time and money―are abandoned and forgotten, soon to be replaced by other new schemes. In this pithy, intriguing, and often humorous book, Joel Best―author of the acclaimed Damned Lies and Statistics ―explores the range of institutional fads, analyzes the features of our culture that foster them, and identifies the major stages of the fad cycle―emerging, surging, and purging. Deconstructing the ways that this system plays into our notions of reinvention, progress, and perfectibility, Flavors of the Month examines the causes and consequences of fads and suggests ways of fad-proofing our institutions.
214 pages, Hardcover
First published January 1, 2006
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139 people want to read
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March 29, 2011
If you LOVED Malcolm Gladwell's "Tipping Point," you'll LIKE Joel Best's "Flavor of the Month." Apparently, books examining fads are something of a fad.
Read
June 11, 2025Flavor of the Month is a book by Joel Best about what he calls institutional fads. Institutional fads are the short-lived enthusiasms that plague business, education, health, and science. Particularly, this is a social psychological account of how they manifest, and what motivates people throughout the process.
Best starts by outlining what he means by "fad." Simple examples, like the hula hoop illustrate the point: they are a product (or idea) that suddenly explodes in popularity before suddenly dropping off in popularity.
This is distinguished from things that actually embody progress, like the transition from pocket watches to wrist watches; interestingly, this was assumed to be a fad by many at the time.
Another term distinguished from fads would be fashions. Fashions are intermittent, unlike fads. While fads might cluster and be loosely connected, fashions are not only reliably shifting, but expected. Think movies. No one expects a movie to simply stick. Any and all movies are expected to be popular for a time and then drop off, which restarts the process.
Finally, Best distinguishes institutional fads from more generic fads. Obviously, there is a difference between hula hoops and the latest dieting fad. Notably, what he calls institutional fads have the potential for real world consequences and they are perceived as an instance of progress by many promoters.
Underlying Forces
This leads nicely into the next point. Best suggests that the driving force of institutional fads is American culture (or culture like America). Namely, our culture is fixed on progress. We believe that change is possible, that perfection is the goal, and that where we are currently is not good enough. Out of this springs our tendency to seize upon fads.
Best goes to great pains to emphasize that people are not necessarily mindless when it comes to jumping aboard the bandwagon, as is commonly assumed. Think of a doctor who is struggling with some syndrome that is not well understood. He has patients in need of treatment, he knows that his knowledge is lacking, and now he has a potential solution. He might not believe it, but he might think it is worth trying out. Either that, or he has good incentive to rationalize why it will work in his mind. I don't think Best is entirely clear about this, but while there are often understandable reasons for why people jump on these fad bandwagons, it is important to note that people are not doing this because they are justified. They may have reasons, but they are still flawed.
Best breaks up institutional fads into three phases, which must take place for it to qualify: emerging, surging, and purging.
Emerging
Emerging is the first stage, where the fad is introduced and selected from the alternatives. Best suggests that a "good story" is required, one that defines a problem and then presents a solution that has a number of characteristics about it: it is novel (promises change), it has an explanation (regardless of its efficacy; people like the illusion of rationality), it is supported by evidence (in this case it's usually anecdotal evidence because real research takes too long), it has mystery that brings intrigue (and which balances the desire for evidence), it has flexibility and breadth that allows for a wide ranging application in many fields (like innovations in management), it has a recipe made up of slogans to demonstrate its applicability, and it has status like being promoted by popular people.
There are also social networks that are utilized to spread ideas, both formal and informal. People can take part in conventions where ideas are shared, or have personal connections with those in other industries, which allows for dissemination of ideas.
As for the process, it is driven by three main kinds of actors: originators, promoters, and trendsetters. They create the ideas, shares them via books, and lead by example, respectively.
Finally, Best comments that institutional fads can lean towards fashions, given that people cycle through them so easily, but it is still important to understand that fashions are distinguished by the fact that they are accepted as transient, while institutional fads are perceived as part of progress.
Surging
Surging refers to the enthusiastic spread of the fad as everyone jumps aboard the bandwagon. There is an emotional component to this, but also a calculated component for individual actors, and then there are the holdouts who do not join in for whatever reason.
The emotions associated with surging include comfort at joining with the rest of the people, shame at feeling left out, distaste towards those "sticks in the mud" who refuse to go along, and an associated feeling of superiority for being part of the progress.
Despite the fact that emotions are at the center of the motivational complex in human behavior, this does not mean that they are completely mindless or without reasons (irrational, in Best's language). This has already been touched upon, with individual actors often having personal benefits for jumping aboard, like a new employment opportunity as new positions open up for the purposes of pushing the fad. Basically, the biggest reason is careerism.
As for the "sticks in the mud," these people are not necessarily the rational ones in the situation. There are a number of reasons why people don't jump aboard, or are late to the party, ranging from lack of awareness to cynicism. But one thing does hold generally: they do not jump aboard late because they waited for the evidence. Instead, it is much the same as everyone else, they are following those they admire and want to be part of the enthusiasm. The irony is that the first adopters are usually beginning to drop the fad at this point.
Other constraints might play a part, as well, such as principled stances, like on the issue of spanking, or due to institutional inertia, where institutional structures resist major changes that might be proposed by a new innovation.
Purging
But a fad is not a fad without a purging. Purging is the final stage of the fad cycle, where people discretely discard the practices in favor of the newest one. Most notably, evidence is not even the motivation behind most purgings. Oftentimes, things are not purged when they should (as was the case for DARE), while others are purged before the evidence even comes to light.
Part of the reason fads are purged is for the same reason some fashions fall out of favor: it is no longer fashionable, or trendy. In addition, the anecdotal evidence of their own experience fails to live up the expectations, which dulls the enthusiasm that preceded the whole affair.
Best mentions two kinds of triggers that account for the decline of a fad: collapse triggers and elimination triggers. The former is simply the growing disenchantment with an adopted innovation, while the latter is growing interest in some replacement method.
And then, it is important to remember that there are those who cling on, suggesting the fad wasn't properly tried due to funding or lack of engagement.
There are a number of different ways of viewing fads those are both positive and negative. Some suggest that there is emotional fulfillment involved, others suggest that the behaviors throughout are rational but just uncertain, while others are entirely negative, suggesting that they are a timesink and a moneysink and are best avoided.
Fad Dynamics
There are a number of different visual analogies that can be used to think about fad dynamics. Those involved in a fad view the process as a staircase, with each step another movement towards perfection. Another view, one more cynical, is the pendulum, where people swing back and forth between two extremes like between top-down management and bottom-up management practices. Best disputes this, however, suggesting that there are many different dimensions on which things differ, meaning that top-down and bottom-up management practices can vary in a variety of different ways. Another analogy is a wave, with repeated cycles implying similarity, but with some change. A fourth analogy is the ratchet, which applies to fads that have institutional backing to them, preventing a purging. Oftentimes, laws are passed, and despite their ineffective nature, they resist reversal. For example, crack laws were the result of a craze that made punishment far harsher than cocaine. But no politician is going to advocate for reducing crack sentencing, so it isn't likely to change.
All these analogies are just simplified models, not capturing the complexity of the actual situation. Fads take time to spread and are never universal, with some institutions taking up the fads as other purge. There are also often multiple innovations that are taken up at a time, each with their own cycle that is not necessarily in sync with others. And finally, fads sometimes do have lasting impact, if not holistically; vestiges often remain.
Fad-Proofing
Best ends the book by talking about how to avoid fads, or at least lessen their impact. He gives five guidelines to follow: Don't forget what happened the last time (instead of thinking this is some isolated watershed moment, know that this is yet another suggested innovation with a possibility of failure), be skeptical of bold claims (like ask why it hasn't been tried before and what the costs are), insist on persuasive evidence (so don't rely on anecdotes), don't be driven by the fear of being left behind (namely by thinking about the costs of jumping aboard), and remember that people rarely proclaim their failures (so the anecdotes that people have access to are a biased sample).
The solutions are vague and obvious, so I'm not sure how useful they are in actual practice, but when human nature is the threat, what can you do?
Best starts by outlining what he means by "fad." Simple examples, like the hula hoop illustrate the point: they are a product (or idea) that suddenly explodes in popularity before suddenly dropping off in popularity.
This is distinguished from things that actually embody progress, like the transition from pocket watches to wrist watches; interestingly, this was assumed to be a fad by many at the time.
Another term distinguished from fads would be fashions. Fashions are intermittent, unlike fads. While fads might cluster and be loosely connected, fashions are not only reliably shifting, but expected. Think movies. No one expects a movie to simply stick. Any and all movies are expected to be popular for a time and then drop off, which restarts the process.
Finally, Best distinguishes institutional fads from more generic fads. Obviously, there is a difference between hula hoops and the latest dieting fad. Notably, what he calls institutional fads have the potential for real world consequences and they are perceived as an instance of progress by many promoters.
Underlying Forces
This leads nicely into the next point. Best suggests that the driving force of institutional fads is American culture (or culture like America). Namely, our culture is fixed on progress. We believe that change is possible, that perfection is the goal, and that where we are currently is not good enough. Out of this springs our tendency to seize upon fads.
Best goes to great pains to emphasize that people are not necessarily mindless when it comes to jumping aboard the bandwagon, as is commonly assumed. Think of a doctor who is struggling with some syndrome that is not well understood. He has patients in need of treatment, he knows that his knowledge is lacking, and now he has a potential solution. He might not believe it, but he might think it is worth trying out. Either that, or he has good incentive to rationalize why it will work in his mind. I don't think Best is entirely clear about this, but while there are often understandable reasons for why people jump on these fad bandwagons, it is important to note that people are not doing this because they are justified. They may have reasons, but they are still flawed.
Best breaks up institutional fads into three phases, which must take place for it to qualify: emerging, surging, and purging.
Emerging
Emerging is the first stage, where the fad is introduced and selected from the alternatives. Best suggests that a "good story" is required, one that defines a problem and then presents a solution that has a number of characteristics about it: it is novel (promises change), it has an explanation (regardless of its efficacy; people like the illusion of rationality), it is supported by evidence (in this case it's usually anecdotal evidence because real research takes too long), it has mystery that brings intrigue (and which balances the desire for evidence), it has flexibility and breadth that allows for a wide ranging application in many fields (like innovations in management), it has a recipe made up of slogans to demonstrate its applicability, and it has status like being promoted by popular people.
There are also social networks that are utilized to spread ideas, both formal and informal. People can take part in conventions where ideas are shared, or have personal connections with those in other industries, which allows for dissemination of ideas.
As for the process, it is driven by three main kinds of actors: originators, promoters, and trendsetters. They create the ideas, shares them via books, and lead by example, respectively.
Finally, Best comments that institutional fads can lean towards fashions, given that people cycle through them so easily, but it is still important to understand that fashions are distinguished by the fact that they are accepted as transient, while institutional fads are perceived as part of progress.
Surging
Surging refers to the enthusiastic spread of the fad as everyone jumps aboard the bandwagon. There is an emotional component to this, but also a calculated component for individual actors, and then there are the holdouts who do not join in for whatever reason.
The emotions associated with surging include comfort at joining with the rest of the people, shame at feeling left out, distaste towards those "sticks in the mud" who refuse to go along, and an associated feeling of superiority for being part of the progress.
Despite the fact that emotions are at the center of the motivational complex in human behavior, this does not mean that they are completely mindless or without reasons (irrational, in Best's language). This has already been touched upon, with individual actors often having personal benefits for jumping aboard, like a new employment opportunity as new positions open up for the purposes of pushing the fad. Basically, the biggest reason is careerism.
As for the "sticks in the mud," these people are not necessarily the rational ones in the situation. There are a number of reasons why people don't jump aboard, or are late to the party, ranging from lack of awareness to cynicism. But one thing does hold generally: they do not jump aboard late because they waited for the evidence. Instead, it is much the same as everyone else, they are following those they admire and want to be part of the enthusiasm. The irony is that the first adopters are usually beginning to drop the fad at this point.
Other constraints might play a part, as well, such as principled stances, like on the issue of spanking, or due to institutional inertia, where institutional structures resist major changes that might be proposed by a new innovation.
Purging
But a fad is not a fad without a purging. Purging is the final stage of the fad cycle, where people discretely discard the practices in favor of the newest one. Most notably, evidence is not even the motivation behind most purgings. Oftentimes, things are not purged when they should (as was the case for DARE), while others are purged before the evidence even comes to light.
Part of the reason fads are purged is for the same reason some fashions fall out of favor: it is no longer fashionable, or trendy. In addition, the anecdotal evidence of their own experience fails to live up the expectations, which dulls the enthusiasm that preceded the whole affair.
Best mentions two kinds of triggers that account for the decline of a fad: collapse triggers and elimination triggers. The former is simply the growing disenchantment with an adopted innovation, while the latter is growing interest in some replacement method.
And then, it is important to remember that there are those who cling on, suggesting the fad wasn't properly tried due to funding or lack of engagement.
There are a number of different ways of viewing fads those are both positive and negative. Some suggest that there is emotional fulfillment involved, others suggest that the behaviors throughout are rational but just uncertain, while others are entirely negative, suggesting that they are a timesink and a moneysink and are best avoided.
Fad Dynamics
There are a number of different visual analogies that can be used to think about fad dynamics. Those involved in a fad view the process as a staircase, with each step another movement towards perfection. Another view, one more cynical, is the pendulum, where people swing back and forth between two extremes like between top-down management and bottom-up management practices. Best disputes this, however, suggesting that there are many different dimensions on which things differ, meaning that top-down and bottom-up management practices can vary in a variety of different ways. Another analogy is a wave, with repeated cycles implying similarity, but with some change. A fourth analogy is the ratchet, which applies to fads that have institutional backing to them, preventing a purging. Oftentimes, laws are passed, and despite their ineffective nature, they resist reversal. For example, crack laws were the result of a craze that made punishment far harsher than cocaine. But no politician is going to advocate for reducing crack sentencing, so it isn't likely to change.
All these analogies are just simplified models, not capturing the complexity of the actual situation. Fads take time to spread and are never universal, with some institutions taking up the fads as other purge. There are also often multiple innovations that are taken up at a time, each with their own cycle that is not necessarily in sync with others. And finally, fads sometimes do have lasting impact, if not holistically; vestiges often remain.
Fad-Proofing
Best ends the book by talking about how to avoid fads, or at least lessen their impact. He gives five guidelines to follow: Don't forget what happened the last time (instead of thinking this is some isolated watershed moment, know that this is yet another suggested innovation with a possibility of failure), be skeptical of bold claims (like ask why it hasn't been tried before and what the costs are), insist on persuasive evidence (so don't rely on anecdotes), don't be driven by the fear of being left behind (namely by thinking about the costs of jumping aboard), and remember that people rarely proclaim their failures (so the anecdotes that people have access to are a biased sample).
The solutions are vague and obvious, so I'm not sure how useful they are in actual practice, but when human nature is the threat, what can you do?
Read
August 24, 2010ForeWord Magazine
May 1, 2006 0-520-24626-8; 978-0-520-24626-3
It is estimated that, in 1958, 25 million hula-hoops were sold in the United States. This overpriced plastic hoop is a classic example of a fad¿an event, idea, or object that goes through a fast and wild ride to popularity and an equally fast slide into obscurity. Fads happen with frequency in American culture (remember pet rocks?) and show a remarkably similar overall shape. A fast rise to universal appeal is followed by a fairly short period of popularity and then a rapid demise. This demise leaves people shaking their heads, and wondering, "How on earth did I expect that to last?" One of the more interesting aspects of a fad is the way people are caught up in the popularity without recognizing the absurdity of the surging cycle of "I have to have this!" Consider, however, that between 1915 and 1924 the sociologist Emory Bogardus tracked fads by asking people to name five current fads. On the list are many honestly obscure fads. Also on the list is "men's wrist watches." This highlights the tricky nature of identifying what is a trend or innovation and what is a true fad. This book attempts to understand this phenomenon and explain what makes Americans susceptible to short-lived trends. The author is professor of sociology and criminal justice at the University of Delaware and an author of numerous books on American culture. He differentiates between fads in popular culture (like hula hoops) and those with more potential for causing lasting damage (like fads in education and business administration). Although the book has a serious message, it is surprisingly amusing, and very insightful into American business and educational culture. Best ties fads, fashions, and innovation to aspects of American culture in a way that is significant and thoughtful. His main premise is that Americans are susceptible because they believe in progress, and because they also believe in perfectibility. As a result, people keep looking for that idea that will solve all problems for all people. Best writes, "¿every institutional fad begins with a story about something that is wrong, some shortcoming, some need for improvement ... Of course, it is not enough to pose a problem; an institutional fad's story must also offer a solution." Best offers a good critique of how fads develop and some insight into avoiding them. (May) Peter Terry
PW Annex Reviews
March 20, 2006 0-520-24626-8; 978-0-520-24626-3
Sociologist Best (Damned Lies and Statistics) dissects the dangerous hula hoops of business, medicine, science and education in this light exposition on institutional fads. According to Best, American attitudes toward progress (colored by optimism, competitiveness, a belief in positive change and a fear of being seen as old-fashioned) serve as kindling to the fire of the next big cure, technological revolution, business management secret or teaching method. Best delineates stages of the fad life-cycle (?emerging,? ?surging,? then finally ?purging?) and identifies conditions and players essential to creating a successful fad (a problem needs a solution, which is then proposed by originators and pushed by promoters), and though he makes an intuitive and immensely readable case, his book suffers from a dearth of hard data and case studies (the hypothetical ?Dr. Michael? and ?Professor Alice? used to illustrate Best?s points feel contrived and simple). Similarly, his five rules for ?fad-proofing? will work well for an individual, but those who adhere to his principles and swim against the tide in a large organization may find themselves reading this book in the soup line. (Apr.) Copyright 2006 Reed Business Information.
Library Journal
March 15, 2006 0-520-24626-8; 978-0-520-24626-3
Readers may be charmed by Best's (sociology & criminal justice, Univ. of Delaware; Damned Lies and Statistics) penchant for catchy titles; he has such chapters as "The Illusion of Diffusion" as well as "Emerging," "Surging," and "Purging." But while he provides an engaging read, Best is also a thoughtful academician whose purpose is quite serious. While short-lived fads like hula hoops and fashion preferences come and go, leaving people not much the worse for having embraced them, Best draws our attention to institutional fads, endorsed by serious professionals in government, medicine, education, and business. Seemingly full of promise, these innovations (e.g., "open classrooms," "multiple personality syndrome") are widely adopted only to fall far short of expectations; they may even cause considerable damage. Best does a fine job of delineating the life cycle of institutional fads, observing why we are susceptible to them and how we can strike a balance that will encourage innovation but make us less vulnerable to falling for the latest trends and management styles. This book will inevitably be compared to Malcolm Gladwell's The Tipping Point, but in its thrust and seriousness of intent it more than holds its own. Recommended for all libraries.-Ellen D. Gilbert, Princeton, NJ Copyright 2006 Reed Business Information.
Booklist
March 15, 2006 0-520-24626-8; 978-0-520-24626-3
Best is author of Damned Lies and Statistics: Untangling Numbers from the Media, Politicians, and Activists0 (2001) and several other books that take a fresh look at social trends. Although the title might suggest a whimsical look at the pop-culture fads that we all love to make fun of, this book focuses on a much lesser- but more insidious version: the institutional fad. Institutional fads occur in business, education, government, and medicine whenever normally rational people embrace novel solutions just because they are the latest, greatest thing. Since the definition of a fad is something that catches on and then quickly fades away, these passing solutions waste a lot of resources and can even leave damage in their wake. Some institutional fads that may not be all they were cracked up to be include multiple-personality-disorder diagnoses, business management systems such as Six Sigma, and the No Child Left Behind program. Best examines the life cycle and dynamics of fads and suggests some basic adages for becoming "fad-proof," such as "remember last time." --David Siegfried Copyright 2006 Booklist
------------------------------------------------------------------------
May 1, 2006 0-520-24626-8; 978-0-520-24626-3
It is estimated that, in 1958, 25 million hula-hoops were sold in the United States. This overpriced plastic hoop is a classic example of a fad¿an event, idea, or object that goes through a fast and wild ride to popularity and an equally fast slide into obscurity. Fads happen with frequency in American culture (remember pet rocks?) and show a remarkably similar overall shape. A fast rise to universal appeal is followed by a fairly short period of popularity and then a rapid demise. This demise leaves people shaking their heads, and wondering, "How on earth did I expect that to last?" One of the more interesting aspects of a fad is the way people are caught up in the popularity without recognizing the absurdity of the surging cycle of "I have to have this!" Consider, however, that between 1915 and 1924 the sociologist Emory Bogardus tracked fads by asking people to name five current fads. On the list are many honestly obscure fads. Also on the list is "men's wrist watches." This highlights the tricky nature of identifying what is a trend or innovation and what is a true fad. This book attempts to understand this phenomenon and explain what makes Americans susceptible to short-lived trends. The author is professor of sociology and criminal justice at the University of Delaware and an author of numerous books on American culture. He differentiates between fads in popular culture (like hula hoops) and those with more potential for causing lasting damage (like fads in education and business administration). Although the book has a serious message, it is surprisingly amusing, and very insightful into American business and educational culture. Best ties fads, fashions, and innovation to aspects of American culture in a way that is significant and thoughtful. His main premise is that Americans are susceptible because they believe in progress, and because they also believe in perfectibility. As a result, people keep looking for that idea that will solve all problems for all people. Best writes, "¿every institutional fad begins with a story about something that is wrong, some shortcoming, some need for improvement ... Of course, it is not enough to pose a problem; an institutional fad's story must also offer a solution." Best offers a good critique of how fads develop and some insight into avoiding them. (May) Peter Terry
PW Annex Reviews
March 20, 2006 0-520-24626-8; 978-0-520-24626-3
Sociologist Best (Damned Lies and Statistics) dissects the dangerous hula hoops of business, medicine, science and education in this light exposition on institutional fads. According to Best, American attitudes toward progress (colored by optimism, competitiveness, a belief in positive change and a fear of being seen as old-fashioned) serve as kindling to the fire of the next big cure, technological revolution, business management secret or teaching method. Best delineates stages of the fad life-cycle (?emerging,? ?surging,? then finally ?purging?) and identifies conditions and players essential to creating a successful fad (a problem needs a solution, which is then proposed by originators and pushed by promoters), and though he makes an intuitive and immensely readable case, his book suffers from a dearth of hard data and case studies (the hypothetical ?Dr. Michael? and ?Professor Alice? used to illustrate Best?s points feel contrived and simple). Similarly, his five rules for ?fad-proofing? will work well for an individual, but those who adhere to his principles and swim against the tide in a large organization may find themselves reading this book in the soup line. (Apr.) Copyright 2006 Reed Business Information.
Library Journal
March 15, 2006 0-520-24626-8; 978-0-520-24626-3
Readers may be charmed by Best's (sociology & criminal justice, Univ. of Delaware; Damned Lies and Statistics) penchant for catchy titles; he has such chapters as "The Illusion of Diffusion" as well as "Emerging," "Surging," and "Purging." But while he provides an engaging read, Best is also a thoughtful academician whose purpose is quite serious. While short-lived fads like hula hoops and fashion preferences come and go, leaving people not much the worse for having embraced them, Best draws our attention to institutional fads, endorsed by serious professionals in government, medicine, education, and business. Seemingly full of promise, these innovations (e.g., "open classrooms," "multiple personality syndrome") are widely adopted only to fall far short of expectations; they may even cause considerable damage. Best does a fine job of delineating the life cycle of institutional fads, observing why we are susceptible to them and how we can strike a balance that will encourage innovation but make us less vulnerable to falling for the latest trends and management styles. This book will inevitably be compared to Malcolm Gladwell's The Tipping Point, but in its thrust and seriousness of intent it more than holds its own. Recommended for all libraries.-Ellen D. Gilbert, Princeton, NJ Copyright 2006 Reed Business Information.
Booklist
March 15, 2006 0-520-24626-8; 978-0-520-24626-3
Best is author of Damned Lies and Statistics: Untangling Numbers from the Media, Politicians, and Activists0 (2001) and several other books that take a fresh look at social trends. Although the title might suggest a whimsical look at the pop-culture fads that we all love to make fun of, this book focuses on a much lesser- but more insidious version: the institutional fad. Institutional fads occur in business, education, government, and medicine whenever normally rational people embrace novel solutions just because they are the latest, greatest thing. Since the definition of a fad is something that catches on and then quickly fades away, these passing solutions waste a lot of resources and can even leave damage in their wake. Some institutional fads that may not be all they were cracked up to be include multiple-personality-disorder diagnoses, business management systems such as Six Sigma, and the No Child Left Behind program. Best examines the life cycle and dynamics of fads and suggests some basic adages for becoming "fad-proof," such as "remember last time." --David Siegfried Copyright 2006 Booklist
------------------------------------------------------------------------
February 7, 2021
I enjoyed this book immensely. It’s probably not on many people’s “favorites” list, but I’m going to put it on mine. It’s a very critical look at institutional fads (primarily in business, education, and medicine), and why smart people continue to buy in to them. Joel Best does a superb job explaining the why and how of institutional fads, which is a great study of human nature. He also rightly lays much of the blame at the feet of the media for inflating and perpetuating fads. He does leave readers with recommendations to help them think critically in order to help protect themselves from being swept up in the rush to embrace fads. Because there’s a lot of pressure to embrace and conform to institutional fads from peers, management, media, friends, etc.
Having worked in the investment industry for nearly 25 years now, I’ve had a front row seat to countless investment, business, and management fads, which almost always vanish without much fanfare as institutions and investors move on to the next new “shiny thing” being peddled by so-called experts and gurus.
Having worked in the investment industry for nearly 25 years now, I’ve had a front row seat to countless investment, business, and management fads, which almost always vanish without much fanfare as institutions and investors move on to the next new “shiny thing” being peddled by so-called experts and gurus.
February 16, 2021
fads don't just happen with hula hoops and garbage pail kids but happen in business and academia as well. Welcome to the world of institutional fads. The desire for constant innovation makes a demand for new ideas. When novel ideas are introduced they produce crazes in institutions that become fads. Think of six sigma or self-esteem building. These fads do indeed become the flavor of the month and the constant need to do things in new ways does alienate workers who have to get excited about the new thing managers think is the new cool idea that will make them look good. The difference between an institutional fad and an innovation is if it gets adopted and sticks around that will usually separate the wheat and the chaff.
January 9, 2018
This is a good quick read about the how and why institutions fall for fads, how fads come into vogue, get adopted, and then fade into oblivion almost as quickly as they became popular. The author wisely avoids the kind of polemical writing that one might expect in the subject. He argues objectively and simply, but not simplistically.
As a society, the book states, we tend to believe in the idea of progress. This makes us prone to accepting new ideas. New ideas get promoted often because of the novelty, regardless as to their respective strengths. Sometimes an institution will pick up on an idea simply for the prestige associated with the newness of it. Sometimes an institution will pick up on it simply because it wants to be associated with the prestigious organization that tried it. Sometimes individuals will go along for the sake of helping the career. Sometimes the individual will be a true believer. Sometimes these fads become institutionalized, but usually they will be dropped quietly. One rarely stays around long enough to be studied, so know one understands why it didn't work.
The book concludes with a summary of how to become fad-proof, which amounts to remembering what happened the last time, being skeptical and insisting on evidence rather than anecdote, don't fear being left behind, and keeping in mind how rarely people proclaim their disappointment.
This book definitely rings true. I showed it to my dad, who worked in finance for many years. He looked through it and saw a reference to quality circles. He said, 'we spent so many hours on that, what a waste of time.'
As a society, the book states, we tend to believe in the idea of progress. This makes us prone to accepting new ideas. New ideas get promoted often because of the novelty, regardless as to their respective strengths. Sometimes an institution will pick up on an idea simply for the prestige associated with the newness of it. Sometimes an institution will pick up on it simply because it wants to be associated with the prestigious organization that tried it. Sometimes individuals will go along for the sake of helping the career. Sometimes the individual will be a true believer. Sometimes these fads become institutionalized, but usually they will be dropped quietly. One rarely stays around long enough to be studied, so know one understands why it didn't work.
The book concludes with a summary of how to become fad-proof, which amounts to remembering what happened the last time, being skeptical and insisting on evidence rather than anecdote, don't fear being left behind, and keeping in mind how rarely people proclaim their disappointment.
This book definitely rings true. I showed it to my dad, who worked in finance for many years. He looked through it and saw a reference to quality circles. He said, 'we spent so many hours on that, what a waste of time.'
December 19, 2014
This book deals particularly with what the author calls “institutional fads.” “Serious institutions,” particularly medicine, science, business, education, criminal justice, etc., experience institutional fads, and they can have serious consequences. They can consume time, money, resources, and can affect health and learning. This book attempts to explain institutional fads, their causes, and their consequences. In our culture, people want new and better things, and fads promise this. The author guides the reader in becoming fad-proof. Readers interested in advertising, media, psychology, and statistics should find this book worthwhile. People in serious institutions should also read it, as well as those who enjoy general nonfiction.
August 30, 2016
Along the lines of Michael Shermer's "Why People Believe Weird Things", comes Flavor of the Month by Best.
The work looks at different types of fads and helps the reader to evaluate and understand them. Who is promoting them and why? How do you tell the difference between a passing fad and one that will become everyday? Here a hint, that is a tough one.
Best quickly and concisely lays this out in a way that is entertaining and easy to read that still leaves plenty of meat on the bone.
Highly recommended.
The work looks at different types of fads and helps the reader to evaluate and understand them. Who is promoting them and why? How do you tell the difference between a passing fad and one that will become everyday? Here a hint, that is a tough one.
Best quickly and concisely lays this out in a way that is entertaining and easy to read that still leaves plenty of meat on the bone.
Highly recommended.
July 9, 2015
- excellently deconstructs the concept of institutional fads
- the origins of fads: how they are created and launched; why some ideas attract attention, while others fail to catch on; why people jump on the bandwagon
- Best is Professor of Sociology and Criminal Justice at the University of Delaware
- the origins of fads: how they are created and launched; why some ideas attract attention, while others fail to catch on; why people jump on the bandwagon
- Best is Professor of Sociology and Criminal Justice at the University of Delaware
January 30, 2009
A quick, breezy survey of the role of trends in consensus formation. The conclusion is immediately obvious, so the book's brevity and levity are much appreciated; it comes a little too close to repetition.
January 3, 2008
This book was interesting, but writing style was boring.
August 6, 2010
About institutional fads: that they happen, and why we should be wary. Insights are a bit obvious. Some of the examples brought in are mildly interesting, but otherwise not terribly engaging
December 14, 2010
The only reason I couldn't finish is because I wasn't in the mood for it. I may come back to it later.
April 3, 2016
This has some good insights, but I didn't consider it a real standout.
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