One way we can mitigate this bias is by putting some distance between us and the decision - such as imagining you’re offering advice to a friend - to make those events less emotionally tied to our current selves. Safety bias holds back healthy forms of risk-taking. In other words, bad is stronger than good. Many studies have shown that we’d prefer not losing money over gaining money. Safety bias refers to the all-too-human tendency to avoid loss. Safety bias – We protect against loss more than we seek out gain We can mitigate distance bias with systems that acknowledge important figures outside our immediate proximity, such as calling on remote colleagues first in a meeting before discussing with the room. This type of bias reflects our instinct to prioritize what’s nearby, whether in physical space or time. It emerges in meetings when folks in the room fail to gather input from their remote colleagues calling in on a video platform. Distance bias – We prefer what’s close over what’s far awayĭistance bias has become all too common in today’s hybrid world. To counteract this bias, we need to build systems for others to check our thinking, share their perspectives, and help us reframe the situation at hand. We assume our view of a given problem or situation constitutes the whole truth. Experience bias occurs when we fail to remember that fact. We may be the stars of our own show, but other people see the world differently than we do. Experience bias – We take our own perception to be the objective truth The fix is to develop a step-by-step process that makes it easy to gather more information. A downside of that is the tendency to rush to judgment without fully considering all the facts.Įxpedience bias crops up when we judge employees’ performance based solely on one data point or recommendation. Humans have an innate need for certainty - to know what’s going on. Expedience bias – We prefer to act quickly Overcoming a similarity bias requires actively finding common ground with people who appear different. Hence, managers tend to hire employees who remind them of themselves. We generally have a favorable view of our in-group but a skeptical or negative view of the out-group. We instinctively create “in-groups” and “out-groups” - boundaries between those we consider close to us and others who live on the margins. It occurs because humans are highly motivated to see themselves and those who are similar in a favorable light. Similarity bias most commonly influences our decisions regarding people: who to hire, who to promote, and who to assign to projects. Similarity bias – We prefer what’s like us over what’s different We’ve outlined each of the five bias domains below. These five domains comprise The SEEDS Model®, the framework that underpins our solutions for reducing unconscious bias. Scientists have explored more than 150 such biases, which we’ve organized into five categories. That’s why we’ve unpacked these shortcuts to help leaders and teams mitigate the biases that negatively affect decision-making. If we’re in a burning building, it might be lifesaving, but if we’re conducting a performance review, it might cause us to make a mistake. For instance, an expedience bias compels us to make decisions quickly. They help us in certain cases and hinder us in others. To brain scientists, these shortcuts are known as “biases.” They’re neither good nor bad they just are. To save time and energy, our brains don’t give each decision equal attention. Humans make thousands of decisions every day.
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