My Tendencies and Biases in Decision-Making

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My Tendencies and Biases in Decision-making My Tendencies and Biases in Decision-making Effectively solving problems is a common goal for individuals and organizations, and successful problem solving is dependent on the quality of decisions made along the way. Making decisions to diagnose and direct organizational performance improvement efforts is a continual task throughout the human resource development process. However, evidence shows that there is a large gap between theory and practice in effective decision-making. In practice, the decision-making process is heavily influenced by the assumptions and biases of the decision makers. Traditional models of decision-making are built on logic and rationality. Although such models may be elegant in the logical structure of their processes, reality shows that decision-making rarely follows such a logical structure. Decision-making processes vary and are often confounded by various assumptions and biases held by the decision makers. Finding a more successful model of decision-making requires recognition of the assumptions and biases affecting decisions, along with recommendations to minimize their ill effects. Bias is a tendency of people to favor information that confirms their beliefs or hypotheses. People display this bias when they gather or remember information selectively, or when they interpret it in a biased way. The effect is stronger for emotionally charged issues and for deeply entrenched beliefs. They also tend to interpret ambiguous evidence as supporting their existing position. There are 3 common biases, biased search, belief perseverance, and illusory correlation. Biased search, interpretation and memory have been invoked to explain attitude polarization is when a disagreement becomes more extreme even though the different parties are exposed to the same evidence. Belief perseverance is when beliefs
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