Benefiting at work from Brain Based Insights

Most decisions are intuitive – and more subjective drawstrings than reality anchors secure the average decision, than most people realize.

Yikes – then how do solid facts learned over a lifetime fit into selections people make? It turns out that the human brain easily plays tricks and research shows how these impact decisions we make.

When it comes to conflict or consensus, say … or pretty much anything that could be risky … we sometimes decide on plans that make us feel secure rather than plans that are secure. How then do people decide?

You’ll likely be surprised to discover that decision making is often more subjective – and it’s based on several illusions of the mind to see a better option where one may not exist.

Research shows that what you decide … depends on how the options are framed, for instance. Surprisingly – people are less willing to take risks when outcomes are seen as too positive. In the same decisions are influenced by the fact that people feel far worse when they lose – than they feel good about winning some advantage. And there’s more ….

Researchers concluded that most people tend to take more … and larger risks when they find themselves making decisions to cut losses – rather than when they make decisions that win gains.

The process is called logically inconsistent decisions and it started 29 years ago with Nobel Laureate 2002 - Daniel Kahneman, and Amos Tversky from Princeton  University. Others show how this impacts our sense of security. 

Simply put … people tend to make decisions based more on how good or bad certain realities make them feel, than on objective realities that may have negative outcomes. How do you make decisions that impact your workplace?