August 23, 2026
By Stephen Stofka
Last week I wrote about the role that media plays in our group formation. This week I want to look at the unwritten rules or norms that form the structure of social and political groups. In an interview with Ezra Klein on July 31, 2026, the author and journalist Maggie Haberman recalled, “A Democratic strategist said to me in 2016, right after Trump won, that the entire country was about to finally understand how much of our system is norms and not laws.” After three years in office, Trump was learning to push the boundaries of those norms when the pandemic got in the way.
“I’m back!” Trump might have announced at the start of Trump 2.0. Within months, he bulldozed a number of norms. These included tearing down part of the White House, enacting a punishing series of tariffs on allied nations like Canada, and attempts to rewrite the citizenship clause of the Constitution by Presidential edict. Trump voided a campaign promise to avoid forever foreign wars and joined an Israeli attack on Iran in June 2025. Prime Minister Benjamin Netanyahu had tried to persuade Presidents Obama and Biden to conduct a war against Iran. They declined to join Netanyahu’s holy crusade. This past February, Netanyahu found his sucker, convincing Trump that a quick and decisive strike at Iran’s top leadership and nuclear sites would usher in a regime friendly to Israel and the U.S.
Common Rules
Psychologist Joshua Greene (2013) began his book Moral Tribes talking about the tragedy of common sense morality. For each tribe there is a set of common sense rules or norms. What makes common sense to the members of one group, though, may not make sense in another group. Naturally, this leads to conflict between groups. In 1992, Rodney King pleaded, “can we all get along?” (Source) That plea echoes in our ears. Why can’t we get along?
Greene cites several studies that show that both humans and monkeys have an in-group bias. White adults and children as young as six years old show a preference for white faces over black (p. 52). Monkeys associate tasty fruit with the faces of other members of their group. They associate unpleasant things like spiders with members who are not in their group. The neural responses come mainly from the amygdala, the region of our brain responsible for emotion and heightened vigilance. Green concludes that “our brains are wired for tribalism” (p. 54).
In his book Determined, neuroscientist and primatologist Robert Sapolsky identifies the hormone oxytocin, produced by the hypothalamus, which is responsible for this in-group bonding (p. 54). It is the Us and Them hormone that strengthens bonding with other members of our group but also makes us more aggressive toward those we perceive as opponents in other groups. The levels of oxytocin and the receptors for the hormone vary with each individual.
We are more likely to survive in a group with others like us because they are more likely to know and follow the norms of the group. I’ll remind readers of a theme that I’ve discussed in the past several weeks. We come in contact with the world through our senses, but we engage with the world through our errors. We favor any behavior or group that helps us achieve more accuracy in our predictions.
Fairness
If someone sues me and I win, I think that the person who sued me should have to pay my legal costs. That’s only fair. Greene references a 1995 survey by the magazine U.S. News and World Report in which respondents were asked the same question and 85% agreed with me. Some of the surveyed respondents were asked the opposite question. What if the shoe were on the other foot and you were the one who sued and lost? Only 44% thought they should have to pay the other person’s legal fees. Greene calls this biased fairness and numerous studies have confirmed this tendency. Our self-interest modifies our sense of fairness.
Cooperation
The survival of a group depends on collective action, a coordination between leaders and followers. A leader makes a decision. Others in the group follow. The followers may be loyal to the leader or loyal to the group as a matter of principle. In 1934, Germany’s President Paul von Hindenburg died. Members of the armed forces no longer swore a traditional oath to Germany’s constitution and the republic but to Adolph Hitler personally. The so-called Führer Oath was
“I swear by God this holy oath, that I will render to Adolf Hitler, Führer of the German Reich and People, Supreme Commander of the Armed Forces, unconditional obedience, and that I am ready, as a brave soldier, to risk my life at any time for this oath.” (Source)
Strangely enough, it was not Hitler who created the oath but the top military brass.
Justification
The German philosopher Immanuel Kant (1724 – 1804) formulated a categorical imperative to evaluate the moral motivations of any act. We should act according to a principle that we wish were universal law (Source). For Kant, the group was the entire community of rational human beings.
However, Kant’s moral imperative promotes greater conflict because people are not entirely rational. Greene, Sapolsky and others point out that the neurology of our brains is bimodal. We have an automatic mode that is instinctive and emotional, and a manual mode that is deliberative (p. 137 in Greene’s book, for instance). We need both modes to survive.
In some cases these two processes work in tandem to justify our actions. Consider the case of an abortion protestor who detonates an explosive in or near a clinic. The aim of his automatic brain process is a visceral desire to close the clinic. Enter Kant doing a voice over like Rod Serling on the Twilight Zone. How should we evaluate this protestor’s actions? Should we make a universal law that we can bomb any institution that we consider evil or whose aims we disagree with? The protestor might respond that he is engaged in a war against evil and war justifies the bending of universal laws. After all, we permit killing during war in violation of the commandment not to kill.
Common Duties
Duties are behaviors that demonstrate loyalty to a group. They acknowledge and respect the rules and the group. Some duties are enforceable with punishment. A soldier in the military has duties to his group, his company or platoon. Failure to abide by those duties can ultimately mean court martial. A doctor has certain professional duties, chiefly among them a duty to care. Any lapse in care on his part might cause a patient or family to start a lawsuit. Punishments help enforce adherence to duty and loyalty to the group.
Some duties are enforceable only by ostracization. The Amish community practices Meidung, a shunning of a member who violates the rules of the community or disrespects the elders (Source). Members of the community should restrict eating with the shunned member, conducting business, or certain forms of social interaction with that person.
This year, the Vatican excommunicated Catholics who continue to practice in services by a conservative Catholic splinter group called the Society of Saint Pius X (Source). Excommunication in the Catholic Church does not void a person’s baptism but forbids and voids any participation in the other sacramental ceremonies like Communion.
Here Come The Judge!
We judge others and are conscious of being judged by others. We want to avoid blame. Next week I want to continue to explore these aspects of group dynamics. I hope to see you then!
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Photo by Mario Purisic on Unsplash
Greene, J. D. (2013). Moral tribes: Emotion, reason, and the gap between us and them. Penguin Press.
Sapolsky, R. M. (2023). Determined: A science of life without free will. Penguin Press.

