Managing Hindsight Bias Risk

People often believe that an outcome was predictable or even inevitable, after they know what that outcome was. When we do this, sometimes we're right, but often our sense of predictability or inevitability is exaggerated. This perception is so common that psychologists have given it a name: hindsight bias. Because of hindsight bias, we tend to see causal connections between antecedent conditions and outcomes, even when those supposedly causal connections are false. We tend not to recall conditions that would introduce uncertainty in the outcome, or which would tend to produce dramatically different outcomes. And we do recall elements that didn't exist if they support explanations that predict what actually happened.

For example, in a written evaluation of a subordinate's performance, a supervisor might observe, "George's impulsiveness created toxic conflict, not only involving George, but also between other team members." Toxic conflict might well have occurred, but was George's impulsiveness really the cause? Or was it an effect? A more useful comment would have provided evidence for the supposed causal connection, and it would have addressed alternative explanations for the toxic conflict that did occur.

Here are three suggestions for managing the risk of hindsight bias in the workplace.

Awareness is essential

Ignorance of hindsight bias allows it to thrive. Educate all those responsible for interpreting past events. Give them the tools they need to detect hindsight bias in themselves and their own thinking.

Accept that hindsight bias is a risk, and mitigate the risk

Although awareness and sensitivity can reduce the incidence of hindsight bias, total elimination is almost certainly impossible. Cooperative action is required. For example, in the performance appraisal process, supervisor and subordinate can be encouraged to discuss the possible presence of hindsight bias in the appraisal, and then come to agreement that they have dealt with those possibilities. Introducing this idea into the appraisal process is an example of mitigating hindsight bias risk.

Identify processes at risk of hindsight bias

Some processes are especially vulnerable to hindsight bias. The two mentioned here — performanceIgnorance of hindsight
bias allows it to thrive appraisal and project retrospectives — are merely examples. Strategic decisions, including decisions such as reorganizations, acquisitions, relocations, downsizing, outsourcing, and more, are often subject to evaluation, and therefore hindsight bias risk. An inventory of all processes for hindsight bias vulnerability is a necessary element of any program to address the effects of hindsight bias.

After identifying those processes most susceptible to hindsight bias risk, mitigation is the next step. Mitigation approaches must suit the process, but effective measures include checks and balances along the lines of the approach indicated above for risk management in the performance appraisal process. Multiple viewpoints and healthy, vigorous dialog are essential.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Emotions at Work:

The Loopy Things We Do at Work

At the end of the day, your skill at finding humor inside the dull and ordinary can make the difference between going home exhausted and going home in a strait jacket. Adopting a twisted view of the goings-on might just help keep you untwisted.

Hurtful Clichés: I

Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or "Nice to meet you." Some other clichés aren't harmless, but they're so common that we use them without thinking. Maybe it's time for some thought.

Some Subtleties of ad hominem Attacks

Groups sometimes make mistakes based on faulty reasoning used in their debates. One source of faulty reasoning is the ad hominem attack. Here are some insights that help groups recognize and avoid this class of errors.

Not Really Part of the Team: II

When some team members hang back, declining to show initiative, we tend to overlook the possibility that their behavior is a response to something happening within or around the team. Too often we hold responsible the person who's hanging back. What other explanations are possible?

Scope Creep and the Planning Fallacy

Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes can't be addressed with management methodology. Its causes might be, in part, psychological.

See also Emotions at Work and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Coming June 4: White-Collar Contractor Sabotage

Modern firms in competitive, dynamic markets draw on many types of employer/employee relationships, including contractors. By providing privileges and perks preferentially among these different types, they risk creating a caldron of resentments that can reduce organizational effectiveness. Available here and by RSS on June 4.

And on June 11: More Things I've Learned Along the Way: VI

When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is. Available here and by RSS on June 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info