OKR Consultancy

Make More Effective Decisions By Navigating Behavioural Biases

As someone who has participated in numerous team meetings and workshops, I have seen firsthand how behavioural biases can affect the outcome of these gatherings. It is essential to recognize and overcome these biases to enhance team productivity and achieve better outcomes.

Written by Matt Roberts | Co-Founder of ZOKRI

One of the most common biases that I have observed is Confirmation Bias. I have noticed team members favouring information that confirms their preexisting beliefs or hypotheses, disregarding evidence that contradicts them. One tactic to overcome it is to encourage individuals to be a “devil’s advocate” in meetings to challenge prevailing assumptions and propose alternative viewpoints.

Another bias that I frequently come across is Groupthink. Groupthink occurs when the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome. To overcome it, I have suggested fostering an open environment where dissent is not just allowed but encouraged. I have just finished a two-day OKR consultancy engagement where it was a delight to watch people from different teams engage in robust debates and sometimes disagreement.

Anchoring Bias is another bias that I have seen that can skew discussions and impede effective decision-making. It is the tendency to rely too heavily on the first piece of information offered when making decisions. To overcome this, I have suggested presenting multiple options and scenarios at the beginning of the discussion and delaying anchoring information by starting with open-ended questions to gather a broad range of perspectives.

Status Quo Bias is another common bias that can lead teams to prefer familiar choices over potentially more advantageous innovations. To overcome this, teams need to regularly review and challenge existing processes and solutions as a standard practice, highlighting the benefits of change.

The last one I see a lot is the Bandwagon Effect. It leads individuals to do or believe things because many other people do or believe the same. To overcome this, use anonymous polls to ensure that opinions are expressed without peer pressure and encourage team members to articulate their reasoning before revealing their stance on an issue.

From my experience, implementing structured decision-making, providing training on cognitive biases and their effects on decision-making, and encouraging diversity in teams, not just in terms of demographics but also in terms of expertise and thinking styles can mitigate biases.

To create great strategies, and create the best OKRs and execution activities we need to accept our human biases. By recognizing and counteracting these biases through structured practices and an open, inclusive culture, teams can enhance their effectiveness and make better, more informed decisions.