How a decision-friendly culture makes for good business

In their previous article, “Uncovering the Hidden Risk in Change Management“ (Strategic briefings, 24 February 2016) Mark Withers and Anna Withers show that, to effect sustainable change, leaders must understand how unconscious biases distort people’s willingness to embrace change. Through the eight characters contained in the Hidden R-I-S-K® framework, leaders have a powerful tool to help them negotiate the pitfalls of change and make better decisions. This article sets out a three-step approach to help decision-makers surface and mitigate these unconscious biases.

In their previous article, “Uncovering the Hidden Risk in Change Management“ (Strategic briefings, 24 February 2016) Mark Withers and Anna Withers show that, to effect sustainable change, leaders must understand how unconscious biases distort people’s willingness to embrace change. Through the eight characters contained in the Hidden R-I-S-K® framework, leaders have a powerful tool to help them negotiate the pitfalls of change and make better decisions. This article sets out a three-step approach to help decision-makers surface and mitigate these unconscious biases.

We know from extensive research in the fields of cognitive psychology, neuroscience and behavioural economics that we are not rational decision-makers and that over 150 known unconscious biases can distort our decisions. The trouble is that this research remains largely unknown outside academic circles and has yet to be embedded into the decision-making practices of organisations.

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