How do you manage emotional biases that affect your judgment?

The fact that people see what they want to see limits our ability to see the world of other possibilities. In order to overcome this natural part of the human condition, people must be willing to look deep within themselves, and recognize and appreciate ideas that challenge their preconceived notions. The more we train ourselves to be able to look at things less emotionally, the stronger our ability to see opportunities for change.

Understanding we all operate from bias is the first step. Then, with that awareness it’s helpful to keep an open mind. Finally, continue to be mindful and ask questions of yourself. Consider why you are making certain assumptions about others. It’s natural to have basis but not okay to be blind to them.

Confirmation bias is ingrained in everyone. We can help confront it in our personal relationships and in our work places by ensuring we create open feedback loops with friends, coworkers, peers and mentors. If the only perception you analysis in situations is your own you are helping reinforce your already existing biases.

Most of us, especially in case you are elder person, you might have stronger confirmation bias. This is harming your leadership and organizational synergy. “Test my hypotheses with data and feedback”, this is an important aspect and it makes data-driven decision possible.

There are a couple of different ways to mitigate this bias. First, it helps to assign analysis to impartial people inside the organization to get more eyes on the problem. Second, there are techniques for analysis called "structured analytic techniques" which could help. The one that comes to mind is called "analysis of competing hypotheses." This technique allows you to compare different theories about why something happens, and see which one is most supported by evidence. It should be completed as a team, and can ensure that theories of causation are formed on evidence an not your existing assumptions.

I have found that very rarely should you go with initial information received from subordinates, peers, and sometimes superiors, especially in a crisis or time sensitive event. Taking a knee, sip some water, and evaluate the situation. Seek out opinions or information from others before working that initial course of action. the more limited the information, the more critical it becomes to bring others into the conversation.

The first piece of information in any discussion can have a loud voice. I’ve learned, and sometimes the hard way, that it is wise to strain through the silence that can follow a strong, first opinion on a matter, and to remain “curious, rather than judgmental.” Has the introvert spoken yet? Does this conversation yet contain a dissenting thought? Am I comfortable, and if so, why? If I hate an idea, why? Have I heard something that upsets me, or that I didn’t expect to hear today? If not, why not? I have ended many a meeting or discussion in the recent years of my life stating, “Thank you. I’m going to sit with these ideas and think about what you’ve all shared.”

. It’s so intriguing how often we subconsciously anchor our decisions to the first bit of information we get. I've found myself at times relying on that initial 'anchor', affecting my subsequent choices. In this fast-paced world, it's vital we widen our information sources, and not just go with our first instinct or be swayed by external influencers. By comparing various options and challenging our first impressions, we can make more informed decisions. Stay curious, and always seek clarity! ??

1?? Definition: Framing bias is the inclination to be swayed more by the presentation of information rather than its substance, affecting perception and leading to potential cognitive errors. 2?? Impact: This bias can alter your understanding and response to various scenarios, making you susceptible to emotional reactions. 3?? Mitigation Strategies: To counteract framing bias, be cognizant of the influence of language, tone, and context on your interpretation of information. 4?? Objective Analysis: Aim to assess information objectively and logically, separating facts from their presentation. 5?? Utilize Multiple Frames: To develop a rounded view, employ multiple frames for analyzing situations, weighing the advantages and drawbacks of each.

Framing bias is a cognitive hurdle that can hinder effective decision-making. Personally, I've made it habit to "detach" as much as possible from the way information is presented and dive into the content while asking clarifying questions. This approach helps me recognize framing and find a different angle to the data presented. For complex topics, consider using structured decision-making frameworks, such as decision trees or cost-benefit analyses. These tools enable you to evaluate options objectively and minimize the impact of framing. Equally important is providing timely feedback to presenters, especially if they're colleagues or team members. This feedback will foster a culture of clearer and more accurate communication.

In my experience, individuals can exasperate framing bias when they also adopt a binary perspective. In other words, they want to compare and contrast 2,options, often polar opposites. It’s easier for the brain to think in extremes, a la buy vs sell or build vs rent, rather than look at the shades of gray in between. The downside is that you’re looking at things on a surface instead of analyzing them in detail, and you can easily miss important issues. As a remedy, involve others, especially those with different yet valuable areas of expertise along with different perspectives. And always remember, if you have a brain, you’re biased. It’s natural for us to want to take shortcuts, but this behavior can get us into trouble.

I've seen this bias all too often in local law enforcement, particularly with traffic management. If a recent crash was significant in terms of damage, backups, or injury, many call for immediate engineering changes to that area of roadway. However, when discussing projects that cost hundreds of thousands of dollars, we must use statistics to prioritize where we make changes. How often does the triggering event really occur? How does this compare to other similar areas? Are there more cost effective changes we could make to reduce the problem? These are questions we must ask to further understand the problem and find diverse information.

Something that goes along with self-serving bias is the tendency to attribute your own shortcomings to external factors, but to attribute others' shortcomings to internal factors. As a leader, I've learned it is important to mitigate this. First, take ownership of your shortcomings. What could I have done to make this have a different outcome? How could I have helped the people I lead accomplish the mission? Second, always assume positive intent. If the people you lead fall short, it wasn't all because of internal factors. Assume they tried their best! Ask, what could we all have done to ensure their success? Did our organization set them up for success to accomplish their mission?

Always have others in mind in everything that you do. When you give to others, you tend to earn trust and fellowship and become an authority. People do not want to be around others who are self-serving. A true leader seeks to understand who they are so that they can help others do the same. A leader also makes sure that they are honest and compassionate with others.

In a typical sibling scenario, one child selects a gift for their younger sibling based on their own preferences, adhering to the traditional Golden Rule, "Treat others as you want to be treated." Meanwhile, another sibling takes a different approach, adjusting the rule to "Treat others as they want to be treated." This shift in perspective leads to a more thoughtful gift choice that aligns with the younger sibling's personal interests, resulting in a more meaningful and considerate gesture that fosters understanding and appreciation among siblings.

Broadly to understand any of these bias and be able to overcome them you must: - understand what bias you have - understand the root cause of that bias (educational, experience etc) - seek alternative views and inputs to help overcome those bias - be conscious of them as you approach decisions you historically have applied your bias too Once you really understand your bias and have methods to overcome them - continue to self evaluate but also get peer and subordinate input too (360 reporting/involvement) so you can continue to adapt and overcome any new bias. Finally, don’t get caught in the trap of reversing your bias (going opposite of what your first instinct is just to avoid a bias).

An excellent book on the topic of cognitive bias and the mitigation of its effects is the book Red Teaming by Bryce Hoffman. He does an excellent job of talking about how military organizations have used structured analytic techniques to avoid bias in their analysis. One of the biggest takeaways is that it pays to be a team player and have diverse input to a problem. Including others in your analysis team can bring new ideas and solutions. It never hurts to have a couple more sets of eyes on the problem!

In a world where our archetypal symbols of power have often been white, wealthy men, it's no wonder that these examples shape our perceptions, self-identity, and communication styles. Samara Bay's 'Permission to Speak' brilliantly delves into how these biases impact us. As we expand our definition of what power sounds like, we pave the way for greater diversity and inclusivity in voices and perspectives, marking a crucial stride toward a fairer world.