Confirmation Bias: Workplace Consequences Part I

Confirmation bias is a cognitive bias that causes us to seek confirmation of our preconceptions, while we avoid information that might contradict them. It can also cause us to tend to overvalue information supporting our preconceptions, and undervalue information in conflict with them.

Last time, we explored indicators that confirmation bias might be taking place. Let's now explore how confirmation bias affects our thinking. Here are five ways people use confirmation bias — often outside their awareness — to reinforce their preconceptions.

Hear no evil, see no evil

We use many techniques for avoiding information that conflicts with preconceptions. In meetings, we deprive people of the floor if we regard their positions as threats to our preconceptions, or we're inattentive when they speak, or we place their agenda items last, hoping to run out of time. We ignore what they write and we distract others from paying attention to their contributions. For conferences, we use peer review to exclude them from programs altogether; we assign them to small, undesirable, or out-of-the-way venues; we schedule them for undesirable time slots; or we schedule them opposite events that we expect to be heavily attended.

Consider carefully the spectrum of information sources to which you do pay attention. When others make choices for you (as happens in conferences), think about what has been excluded from the program.

False memories

Most research about false memories relates to the recovered memory techniques in common use a decade ago. In the workplace, false memories also play a role. When we recollect what someone said or wrote, we're risking confirmation bias.

Take extra care when retrieving memories that support positions you hold — memory tends to provide data that supports what we believe, and it tends not to provide data that conflicts with what we believe.

False reasoning

When reasoning is subtle, we sometimes make mistakes. But when reasoning isn't especially challenging, we can still make errors, especially when we hurry or we're under stress.

Because of confirmation bias, these errors tend to favor our preconceptions. Examine carefully any reasoned argument that supports preconceptions.

False accusations

Accusations subjected to testing against evidence are more likely to be valid. By limiting such testing, confirmation bias tends to increase the likelihood that accusations are false.

Accusations need not be verbalized. Even when they're merely thoughts, they affect how we interact with the accused. Such accusations are especially prone to confirmation bias, because they are rarely subject to confrontation with evidence.

Tiptoeing around the elephants

The "elephant in the room" The "elephant in the room"
often takes the form of
information that contradicts
our preconceptionsoften takes the form of information that contradicts what we hope to be true — information that contradicts our preconceptions. Confirmation bias helps us defend against these contradictions.

When you sense the presence of an elephant in the room, check for contradictions of the group's hopes, dreams, and preconceptions.

Next time we'll examine the effects of confirmation bias on management processes. First in this series | Next in this series  Top    Next Issue

For more about "the elephant in the room," see "Stalking the Elephant in the Room: I," Point Lookout for June 9, 2010. For more about false accusations, see "Political Framing: Strategies," Point Lookout for May 6, 2009.

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Forthcoming issues of Point Lookout

Coming June 20: Managing Dissent Risk

In group decision making, dissent risk is the risk that dissents about important decisions will be rejected without due consideration. As a result, group decision quality can suffer, and some groups will actually eject dissenters. How can we manage dissent risk? Available here and by RSS on June 20.

And on June 27: Interrupting Others in Meetings Safely: I

In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.

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