I continue to be astounded by the number of poor decisions made within organisations. In hindsight it is obvious that the decisions are bad ones, but how come they are made in the first place. Below are 9 common causes that contribute to this strange decision making. As you read them, think of the teams you work most closely with, which of these behaviours describes them, and what you can do to change this.
- Selective Search for Evidence: Gathering facts that support pre-determined conclusions, but disregard other facts that support different conclusions.
- Premature Termination of Search for Evidence:Accepting the first alternative that looks like it might work.
- Recency Effect:Putting undue attention on recent information and experience while minimising the value of information collected in the past.
- Inertia:Being unwilling to change old thought patterns.
- Role Fulfilment: Conforming to the decision making expectations others have of someone in your position.
- Selective Perception:Prematurely screening out information not assumed to be useful.
- Wishful Thinking:Wanting to see things in a positive light.
- Repetition Bias:Believing what’s been stated the most often and by the greatest number of sources.
- Group Think:Conforming to peer pressure or the opinions of the majority.
- Anchoring and Adjustment:Being unduly influenced by initial information that shapes your view of subsequent information.
