Good decision making is at the heart of every successful organization. So it is useful for leaders to understand a little more about how decision-making works – and what are the most important barriers to the development of neuroscience in recent years. People arrive at decisions; Below we examine the three most important obstacles to coherent decision-making that are not covered by neuroscience
. Perceived threat
When we detect a threat, the "primitive" parts of our brain tend to assume when they are in stress response mode. This is the "fight or flight" mentality. We still make the decision, and it may be the best thing to stop it from loud bruising.
At the workplace, however, physical threats (which our Primitive Brain generally fits well to respond) are few and far off. Threats we perceive are more likely to refer to our reputation, work safety, or other similar factors
However, the brain's response is the same: cortisol releases, which speeds up the heart rate. And many brainwashing parts of our brain (which often have to deal with With workplace decisions) essentially theft from the threat. Where there is a perceived threat, proper decision making seems unlikely.
2. Untrustworthy Memory
Human memory is very different from computer memory. Data should not only be written, stored and downloaded, if necessary. Data of our memories changed over time!
This is because human memory falls under the influence and prejudice and is more complex. You will experience what can happen in memory when you ask someone to recognize the same event at different times. The two accounts are usually not the same.
Memory is strongly influenced by the ego; Most people naturally adapt memories to protect the feeling of self-esteem rather than 100 percent fair memory. Sometimes this is called "self-service distortion," and only one of the many prejudices that can influence our decision-making.
3. Cognitive prejudice
Rational judgment and decision making becomes even harder when the abovementioned many cognitive distortions are subject. These can have powerful effects, which makes us wrong – even if we know we are irrational.
- Selective Search or Interpretation Confirming Your Own Wording ("Confirmation Prejudice")
- The tendency to think that past events change future probabilities when they have not really changed ("Gambler's fallacy")
- Reduced treatment for those who are perceived as part of the "group" (In-group favoritism)
- Improving the preference of things merely because they are known ("Mere exposure action")
- The "go with flow" trend (The & # 39; Bandwagon & # 39; effect)
- By relying too heavily on the first information received (Anchoring bias)
Probably recognizes some of the aforementioned prejudices in others – what about yourself?
Knowing the above three factors is the first step in making the right choices. If we understand that there is a risk of thinking in the decision-making process, we can recognize when our brains are lost.
Source by Mark R Stephens