Decision-making biases are cognitive distortions that affect how we process information, evaluate options, and choose actions. They can lead to errors, inefficiencies, and conflicts, especially when we make decisions in groups. However, there are some strategies that can help you reduce decision-making biases with group decisions and improve your outcomes.
The first step to avoid decision-making biases is to clearly define the problem you are trying to solve and the criteria you will use to evaluate the solutions. This will help you avoid framing effects, which occur when the way a problem is presented influences how we perceive it and what options we consider. For example, if you frame a problem as a loss or a risk, you may be more likely to choose a conservative or safe option, while if you frame it as a gain or an opportunity, you may be more likely to choose an innovative or risky option. To avoid framing effects, try to present the problem in a neutral and objective way, and consider different perspectives and scenarios.
Another way to reduce decision-making biases is to seek diverse input from different sources and stakeholders. This will help you avoid groupthink, which occurs when a group becomes too cohesive and conformist, and ignores or dismisses dissenting views, alternative information, or potential problems. Groupthink can lead to overconfidence, poor judgment, and flawed decisions. To avoid groupthink, try to encourage open and constructive dialogue, solicit feedback from outside experts or critics, and assign a devil's advocate role to someone who can challenge the group's assumptions and arguments.
When seeking diverse input ensure people feel safe in sharing their actual opinion. As sometimes, people can feel pressure to agree with something or someone even when they truly think something else. Create a safe environment when seeking feedback so people share their true opinions.
A third way to reduce decision-making biases is to use structured methods or tools that can help you organize, analyze, and compare the information and options available. This will help you avoid anchoring effects, which occur when we rely too much on the first piece of information we receive or use as a reference point, and adjust our subsequent judgments or estimates based on that information. Anchoring effects can lead to inaccurate or unrealistic decisions. To avoid anchoring effects, try to use objective data and evidence, apply logical and systematic criteria, and test different hypotheses and scenarios.
The final way to reduce decision-making biases is to review and reflect on your decision-making process and outcomes. This will help you avoid confirmation bias, which occurs when we seek or interpret information that confirms our existing beliefs or preferences, and ignore or reject information that contradicts them. Confirmation bias can lead to selective attention, distorted memory, and biased evaluation. To avoid confirmation bias, try to seek feedback and learn from your mistakes, challenge your own assumptions and beliefs, and consider alternative explanations and perspectives.
By following these four strategies, you can reduce decision-making biases with group decisions and enhance your decision-making skills. Remember, decision-making is not a one-time event, but a continuous and dynamic process that requires constant attention, improvement, and adaptation.
I present all these factors in an interactive infographic here: https://public.tableau.com/app/profile/ray3296/viz/Decision-MakingisaGameofThrones/DecisionsandDragons
It’s important to separate generalities from specifics. The ability to think in terms of generalizations is an important pattern-seeking ability and shortcut for thinking and not merely an instrument for bias. If leaders are unable to accept truthful generalizations, it can be damaging to morale. Specificity on the other hand serves as a great check on an over reliance upon generalities that can result in biases. Both modalities (generalities and specifics) are important to any functioning organization.