We explored decision-making dynamics in social systems, referencing the ‘herd
behavior’ from prior studies where individuals follow preceding choices without
understanding the underlying reasons. While previous research highlighted a
preference for the optimal choice without external influences, our study
introduced principals or external guides, adding complexity to the
decision-making process. The reliability of these principals significantly
influenced decisions. Notably, even occasional trust in an unreliable principal
could alter decision outcomes. Furthermore, when a principal’s advice was
purely random, heightened trust led to more decision errors. Our findings
emphasize the need for caution when placing trust in decision-making contexts.