Sydney Finkelstein, Jo Whitehead and Andrew Campbell of Dartmouth’s Tuck Business School, posit that leaders make decisions largely through unconscious neural processes in their book and Harvard Business Review article, Think Again: Why Good Leaders Make Bad Decisions and How to Keep it from Happening to You
• Pattern recognition
• Emotional tagging.
• Emotional attachments to a position
• Misleading memories derived from inaccurate generalizations from dissimilar previous situations
• Enlist the perspective of an independent person to identify which decision makers are likely to be affected by self-interest, emotional attachments, or misleading memories
• Develop safeguards and oversight mechanisms in organizational governance processes
• Alert decision-makers to possible sources of bias
• Build in opportunities to analyze, “spar”, challenge, decisions
-*What approaches do you use to detect and neutralize your potential biases in decision-making?