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proactive steps to manage the mental short-cuts that impact our thinking

Strategies to Manage Cognitive Biases

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Presentation

Cognitive Biases in the Workplace

Sources:https://www.strategy-business.com/article/00345https://neuroleadership.com/workplace-bias

  • Decision making
  • Problem-solving
  • Strategy Development
  • Working in environments where there is ambiguity and complexity
  • Working in diverse teams

Cognitive scientists have identified over 150 different cognitive biases that can impact:

150

Examples include: confirmation bias, status-quo bias, recency bias, gender bias and more. Buster Benson's Cognitive Biases Cheat Sheet.

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Cognitive Biases in the Workplace - SEEDS

Sources:https://www.strategy-business.com/article/00345https://neuroleadership.com/workplace-bias

Similarity

Distance

Safety

Experience

Expedience

David Rock, Managing Director of the Neuro Leadership Institute, has condensed these 150 Cognitive Biases into 5 categories, to help make them easier to identify and proactively manage. These are reflected in the SEEDS Model.

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Similarity Biases

Sources:https://www.strategy-business.com/article/00345https://neuroleadership.com/workplace-bias

OverviewEvaluating people who are similar to us or who share similar goals more favorably; perceiving people who are different from us more negatively; common in decisions about people.

Defining features

  • A feeling that people like me are better
  • An inherent trust of those like us
  • In-group & out-group biases

  • Seek out similarities you share with others, particularly when not immediately obvious.
  • Ensure everyone has a clear opportunity to contribute - in async and sync forums
  • Stick to the objective criteria and concrete examples when evaluating others.
  • Probe into perspectives that run counter to the prevailing thought.

Tips to manage

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  • Seek out similarities you share with others, particularly when not immediately obvious.
  • Ensure everyone has a clear opportunity to contribute - in async and sync forums
  • Stick to the objective criteria and concrete examples when evaluating others.
  • Probe into perspectives that run counter to the prevailing thought.

Tips to manage

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Expedience Biases

Sources:https://www.strategy-business.com/article/00345https://neuroleadership.com/workplace-bias

OverviewExpedience biases can manifest as going with your gut-feeling or the group majority in decision-making, or coming up with a solution that is convenient.

Defining features

  • The urge to choose what is familiar and easy
  • Making quick decisions to advance the task and keep things moving
  • Confirmation bias

  • Establish objective decision criteria from the start
  • Stay true to the agreed process, even if it feels like you can make a quicker decision.
  • Mentally stop, review all the inputs, including data points that don’t support the current thinking
  • Don't rush - sleep on it

Tips to manage

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  • Establish objective decision criteria from the start
  • Stay true to the agreed process, even if it feels like you can make a quicker decision.
  • Mentally stop, review all the inputs, including data points that don’t support the current thinking
  • Don't rush - sleep on it

Tips to manage

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Experience Biases

Sources:https://www.strategy-business.com/article/00345https://neuroleadership.com/workplace-bias

OverviewThis category of biases focuses on over-reliance on past experiences, your trusted contacts, and/or the status quo.

Defining features

  • My perceptions are accurate
  • Over-reliance on the majority view
  • Dismissing details and new information

Tips to manage

  • Seek objective outside opinions from those not involved in the project or team
  • Consider the situation from other people’s perspectives.
  • Involve a diversity of end-users, stakeholders and/or customers for input and feedback.
  • Ask yourself what you don't know related to the decision at hand

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Tips to manage

  • Seek objective outside opinions from those not involved in the project or team
  • Consider the situation from other people’s perspectives.
  • Involve a diversity of end-users, stakeholders and/or customers for input and feedback.
  • Ask yourself what you don't know related to the decision at hand

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Distance Biases

Sources:https://www.strategy-business.com/article/00345https://neuroleadership.com/workplace-bias

OverviewThis category of biases focus on the short-term rather than big picture or long-term investment.

Defining features

  • Things that are closer are valued as better than those that are distant
  • Short-term gain is viewed as more important than long-term pain

Tips to manage

  • Evaluate the outcomes or resources as if they were equally close to you in distance, time, or ownership
  • Test whether you would come to the same decision if it was opposite to the current situation - e.g. sooner or later; closer or further

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Tips to manage

  • Evaluate the outcomes or resources as if they were equally close to you in distance, time, or ownership
  • Test whether you would come to the same decision if it was opposite to the current situation - e.g. sooner or later; closer or further

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Safety Biases

Sources:https://www.strategy-business.com/article/00345https://neuroleadership.com/workplace-bias

OverviewThis category of biases places more weight on what can go wrong and avoiding risk.

Defining features

  • The negative is stronger than the positive
  • Loss aversion

  • Ask yourself what the costs of the ‘safer option’ are for both the long-term and short-term.
  • Imagine you are deciding for someone else.

Tips to manage

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  • Ask yourself what the costs of the ‘safer option’ are for both the long-term and short-term.
  • Imagine you are deciding for someone else.

Tips to manage

Return to 360

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Presentation

Cognitive Biases in the Workplace - SEEDS

Sources:https://www.strategy-business.com/article/00345https://neuroleadership.com/workplace-bias

Similarity

Distance

Safety

Experience

Expedience

Scientists have identified over 150 different cognitive biases that can impact:

  • Decision making
  • Problem-solving
  • Strategy Development
  • Working in environments where there is ambiguity and complexity
  • Working in diverse teams
David Rock, Director of the Neuro Leadership Institute, condensed these into 5 categories in the SEEDS model, to help make them easier to identify and proactively manage. Click on each element for details.

Safety

OverviewThis category of biases places more weight on what can go wrong and avoiding risk.

Descriptors

  • The negative is stronger than the positive
  • Loss aversion

Tip to Manage

  • Ask yourself what the costs of the ‘safer option’ are for both the long-term and short-term.
  • Imagine you are deciding for someone else.

Tips to Manage Safety Bias

Experience

OverviewThis category of biases focuses on over-reliance on past experiences, your trusted contacts, and/or the status quo

Descriptors

  • My perceptions are accurate
  • Over-reliance on the majority view
  • Dismissing details and new information

  • Seek objective outside opinions from those not involved in the project or team
  • Consider the situation from other people’s perspectives.
  • Involve a diversity of end-users, stakeholders and/or customers for input and feedback.
  • Ask yourself what you don't know related to the decision at hand

Tips to Manage Experience Bias

Distance

OverviewThis category of biases focus on the short-term rather than big picture or long-term investment.

Descriptors

  • Things that are closer are valued as better than those that are distant
  • Short-term gain more important than long-term pain

  • Evaluate the outcomes or resources as if they were equally close to you in distance, time, or ownership
  • Test whether you would come to the same decision if it was opposite to the current situation - e.g. sooner or later; closer or further

Tips to Manage Distance Bias

Expedience

OverviewExpedience biases can manifest as going with your gut-feeling or the group majority in decision-making that involves complex problems.

  • Establish objective decision criteria from the start
  • Stay true to the agreed process, even if it feels like you can make a quicker decision.
  • Mentally stop, review all the inputs, including data points that don’t support the current thinking
  • Don't rush - sleep on it

Descriptors

  • The urge to choose what is familiar and easy
  • Making quick decisions to advance the task
  • Confirmation bias

Tips to Manage Expedience Bias

Defining features

  • A feeling that people like me are better
  • An inherent trust of those like us
  • In-group & out-group biases

Similarity

OverviewEvaluating people who are similar to us or who share similar goals more favorably; perceiving people who are different from us more negatively; common in decisions about people.

  • Seek out similarities you share with others, particularly when not immediately obvious.
  • Ensure everyone has a clear opportunity to contribute - in async and sync forums
  • Stick to the objective criteria and concrete examples when evaluating others.
  • Probe into perspectives that run counter to the prevailing thought.

Tips to Manage Similarity Bias