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Decision Making - Coggle Diagram
Decision Making
Heuristic and Biases
Avalability Heuristic
Tendency to judge the frecuente of an event
Anchoring and Adjusting Heuristic
Judge the frecuente of an event by making adjustments constantly
Representativeness Heuristic
Mental Shortcut to compare information to our stereotypes
Simulation Heuristic
Likellihood of an event by mental simulaton
Peak and End Heuristic
Jusge past experience when they were at there peak and how it ended.
Base Rate Heuristic
Mental short cut based in probability
COLLECTIVE IMPACT OF UNCONSCIOUS BIAS IN ORGANIZATIONS
IMPACT OF UNCONSCIOUS BIAS ON RECRUITING AND HIRIN
"we are driven towards things that are most like us and make us feel most comfortable"
B) IMPACT OF UNCONSCIOUS BIAS ON PERFORMANCE EVALUATION
"We often build upon an answer we already have to reach a solution as quickly as possible. We rarely abandon the old information to pursue new or contrasting views of a given situation"
C) IMPACT OF UNCONSCIOUS BIAS ON PROMOTION AND SUCCESSION PLANNING
IMPACT OF UNCONSCIOUS BIAS ON INNOVATIVE THINKING
"Our unconscious bias often leads us to form teams based on what we know, what we are most familiar with, and what we believe would give us the outcome we desire"
IMPACT OF UNCONSCIOUS BIAS ON TEAM FORMATION AND PERFORMANCE
Avoiding the Reality
RESILIENCE THROUGH GOVERNANCE
Boards can prepare for the worst case scenerio and can encourga estresa tests.
Encourage management to fortify the Company's defenses in a physical and digital way.
RESILIANCE THROUGH LEADERSHIP
Having the right leader: developing leaders with the organizational and business acumen to be creative and proactive.
Clear valúes, commitment skills and goodwill
Holistic View of the company
Promotes collaboration
suboptimal decisions and pivoting as necesarry
intellectually curious
RESILIENCE THROUGH COMPENSATION
Symmetrical Adjustments (awards)
Maintain Pay/preformance relationship extended as possible
Transparency
How the Actions taken will affects