Das Stanford-Gefängnis-Experiment

There’s a dark side to the summer of 1971. Police “arrested” a number of college students who responded to an ad seeking volunteers for a psychological study of prison life.

Little did they know, in the basement of the Stanford Psychology Department, they were about to embark upon one of the most famous and controversial psychological studies: The Stanford Prison Experiment, led by Philip Zimbardo and colleagues.

After filling out an informational questionnaire, participants were randomly assigned to one of two groups: Prisoners—who were realistically picked up and booked by police—or Guards, who were in direct control of the inmates.

Depending on the assignment, they were dressed to fit their role—a set of expectations defining how those in the social position should behave.

For example, each guard was given a nightstick and whistle, along with mirrored aviator glasses, to emphasize their status and authority.

In addition, two researchers were present and oversaw the day-to-day operations: the lead experimenter, Zimbardo, acted as the prison superintendent, while another researcher, David Jaffe, was the Warden.

During one orientation session for the guards, Zimbardo vaguely outlined behaviors that they should conform with, like limiting the prisoners’ freedom and using their power to evoke fear and dominate non-violently.

In a follow-up session, the Warden provided more explicit directions to encourage the creation of a prison environment, for the collective good of the experiment.

With the correctional authorities in place, the prisoners entered the mock jail, which contained three cells and a closet for solitary confinement. They were stripped down, immediately degraded, and blindfolded to confuse them. Also, as part of their assigned role, they were outfitted in numbered gowns and nylon-stocking caps to depersonalize them.

On the second day, the prisoners started to rebel by blockading the cell door with the bed. As punishment, the ring leader was placed in confinement. This event precipitated the guards now turning on the other inmates, and the level of cruelty escalated.

Several guards…but not all…upped their performance to act tough—to fit the preconceived expectations of their label—all under the watchful eyes of the Warden and Superintendent. These leaders promoted toughness as a shared attribute of conforming to the in-group to achieve the goal of exposing the toxicity of the penal system.

Due to the increased and creative oppression placed on the prisoners, the experiment was terminated early, after six days instead of two weeks.

Ultimately, the guards behaved in a stereotypical tough-guy manner, striving to fit the normative guidance they were given. Sometimes, toxic situations can bring out the worst in someone, especially in cases where the individual identifies with a leader and the group’s collective cause.