Evolutionary models of human cooperation are increasingly emphasizing the role of reputation and the requisite truthful “gossiping” about reputation-relevant behavior. If resources were allocated among individuals according to their reputations, competition for resources via competition for “good” reputations would have created incentives for exaggerated or deceptive gossip about oneself and one’s competitors in ancestral societies. Correspondingly, humans should have psychological adaptations to assess gossip veracity. Using social psychological methods, we explored cues of gossip veracity in four experiments. We found that (...) simple reiteration increased gossip veracity, but only for those who found the gossip relatively uninteresting. Multiple sources of gossip increased its veracity, as did the independence of those sources. Information that suggested alternative, benign interpretations of gossip decreased its veracity. Competition between a gossiper and her target decreased gossip veracity. These results provide preliminary evidence for psychological adaptations for assessing gossip veracity, mechanisms that might be used to assess veracity in other domains involving social exchange of information. (shrink)

Reasoning about ulterior motives was investigated among children ages 6–10 years (total N = 119). In each of two studies, participants were told about children who offered gifts to peers who needed help. Each giver chose to present a gift in either a public setting, which is consistent with having an ulterior motive to enhance one's reputation, or in a private setting, which is not consistent with having an ulterior motive. In each study, the 6- to 7-year olds showed no (...) evidence of understanding that the public givers might have ulterior motives, but the 8- to 10-year olds rated the private givers more favorably. In , the older children were more likely than the younger children to refer to impression management when explaining their judgments of the givers. The younger children who mentioned impression management did so to justify a preference for public givers (e.g., by explaining that public givers are nicer because more of their peers will know that they are nice). Results from suggest that developmental change in children's reasoning about intentions and social outcomes contributes to their understanding of ulterior motives. (shrink)