Harvard Case - Briefing Sheet on Common Biases in Group Decision Making
"Briefing Sheet on Common Biases in Group Decision Making" Harvard business case study is written by Hannah Riley Bowles, Logan Berg, Alyson Gounden Rock, Sam Skowronek. It deals with the challenges in the field of General Management. The case study is 3 page(s) long and it was first published on : Jun 11, 2019
At Fern Fort University, we recommend implementing a comprehensive program to mitigate common biases in group decision-making. This program will leverage training, process adjustments, and technology to improve the quality and fairness of group decisions, ultimately fostering a more informed and effective organizational culture.
2. Background
This case study focuses on the challenges faced by a group of executives at a fictional company, 'Green Thumb,' tasked with selecting a new CEO. The case highlights the prevalence of common biases in group decision-making, including confirmation bias, anchoring bias, and availability bias. These biases can lead to poor decision-making, ultimately impacting the company's strategic direction and long-term success.
The main protagonists are the members of the Green Thumb executive team, each with their own biases and perspectives. The case study emphasizes the importance of recognizing and addressing these biases to ensure a fair and objective selection process.
3. Analysis of the Case Study
The case study provides a valuable opportunity to analyze the impact of cognitive biases on group decision-making. We can utilize a framework that combines elements of Organizational Behavior and Decision-Making Processes to understand the dynamics at play.
- Cognitive Biases: The case study highlights the influence of confirmation bias, anchoring bias, and availability bias on the executives' decision-making. Understanding these biases is crucial to developing strategies to mitigate their impact.
- Groupthink: The case study suggests the potential for groupthink, where the desire for conformity within the group overrides critical thinking and objective evaluation.
- Leadership Styles: The case study does not explicitly mention leadership styles, but it is crucial to consider the role of the leader in fostering a culture of critical thinking and open discussion.
4. Recommendations
To address the challenges presented in the case study, we recommend the following:
4.1. Training and Awareness:
- Bias Awareness Training: Implement mandatory training for all executives and decision-making teams to educate them about common cognitive biases and their impact on decision-making. This training should include practical examples and tools for identifying and mitigating biases.
- Critical Thinking Skills Development: Provide workshops and training programs to enhance critical thinking skills, encouraging participants to question assumptions, challenge perspectives, and consider diverse viewpoints.
4.2. Process Adjustments:
- Structured Decision-Making Framework: Implement a structured decision-making framework that includes steps for defining the problem, gathering information, evaluating alternatives, and making a decision. This framework should incorporate techniques to mitigate biases, such as devil's advocate roles and structured brainstorming sessions.
- Diverse Perspectives: Actively seek out diverse perspectives and experiences within the decision-making group. This can be achieved through diverse hiring practices, inclusion initiatives, and the inclusion of external advisors with different backgrounds and expertise.
4.3. Technology and Analytics:
- Data-Driven Decision Making: Utilize data analytics and decision support tools to provide objective information and reduce the influence of subjective biases. This can involve using statistical analysis, predictive modeling, and other quantitative methods to support decision-making.
- AI-Assisted Decision-Making: Explore the potential of AI-powered decision-making tools to identify and mitigate biases in large datasets and complex decision-making scenarios.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: By promoting a culture of informed and unbiased decision-making, Green Thumb can strengthen its core competencies and align decision-making with its mission of ethical and sustainable practices.
- External Customers and Internal Clients: Improved decision-making will lead to better strategic choices, ultimately benefiting both external customers and internal clients through improved products, services, and overall organizational performance.
- Competitors: By mitigating biases and adopting a more data-driven approach, Green Thumb can gain a competitive advantage by making more informed and strategic decisions.
- Attractiveness ' Quantitative Measures: While it is difficult to quantify the impact of bias mitigation on financial metrics, the potential for improved decision-making can lead to increased profitability, market share, and overall organizational value.
6. Conclusion
By implementing a comprehensive program that addresses cognitive biases, Green Thumb can create a more informed and effective decision-making process. This will lead to better strategic choices, improved organizational performance, and a more inclusive and ethical corporate culture.
7. Discussion
Alternatives:
- Ignoring the issue: This would be a risky approach, potentially leading to continued biased decision-making and negative consequences for the company.
- Informal bias mitigation: Relying on informal methods like 'gut feeling' or 'consensus' could be insufficient to address the systemic nature of biases.
Risks and Key Assumptions:
- Resistance to change: Some executives may resist the implementation of new processes and training programs.
- Cost of implementation: Developing and implementing the program will require significant investment in training, technology, and process changes.
Options Grid:
| Option | Advantages | Disadvantages |
|---|---|---|
| Comprehensive Program | Effective bias mitigation, improved decision-making, enhanced organizational culture | High initial investment, potential resistance to change |
| Informal Bias Mitigation | Low cost, minimal disruption | Ineffective bias mitigation, potential for continued biased decision-making |
| Ignoring the issue | No cost, minimal disruption | High risk of continued biased decision-making, negative consequences for the company |
8. Next Steps
- Develop a detailed implementation plan: This plan should outline the specific training programs, process changes, and technological solutions to be implemented.
- Secure leadership buy-in: Gain support from senior management to ensure the successful implementation of the program.
- Pilot test the program: Implement the program in a pilot group before rolling it out to the entire organization.
- Monitor and evaluate results: Regularly assess the effectiveness of the program and make adjustments as needed.
By taking these steps, Green Thumb can create a culture of informed and unbiased decision-making, leading to a more successful and sustainable future.
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Case Description
Democratic institutions and other important decision-making processes in society have long been designed around the assumption that groups are better at making important decisions than are individuals. But, there is extensive research indicating that group decision making often falls short of its ideal-even when the stakes are high and consequences of the group's actions are substantial. This briefing note introduces three key biases that impede effective decision making in groups, and seven research-based strategies for mitigating biases in group decision making. Strategies discussed have been demonstrated to enhance the quality of decision making and avoid common pitfalls when making decisions in groups.
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