When it comes to making decisions—whether in business or everyday life—it’s easy to fall into the trap of biases. We all have them, and they often operate unconsciously. The key isn’t necessarily eliminating bias (an impossible task), but recognizing it and empowering ourselves with that knowledge.
This is the first in a two-part series where we’ll look at two of the most common biases that affect decision-making and, more importantly, how to manage them effectively – both of which I cover in my presentation for leaders and teams on this topic!
First, we’ll focus on confirmation bias—an incredibly prevalent and often underestimated bias that affects not only individuals but entire teams.
What is Confirmation Bias?
Confirmation bias occurs when we seek out and favor evidence that supports the decision we already want to make, while discounting or ignoring information that challenges it. It’s natural to want reassurance that we’re right, especially when we’ve invested time and energy into a decision. However, this desire for validation can lead us to miss crucial red flags, resulting in decisions that become self-fulfilling prophecies rather than well-rounded conclusions.
In consulting, I see this often with clients, particularly in design and development teams where decisions can carry serious implications. The need to confirm our own ideas can make us resistant to feedback and alternative perspectives, potentially leading us down an ineffective path.
Why is Confirmation Bias So Dangerous?
Confirmation bias can be especially harmful because it creates an echo chamber, reinforcing what we already believe while keeping contrary evidence at bay. Over time, this leads to decisions that are less about evaluating all factors objectively and more about validating existing assumptions. This kind of tunnel vision can be risky in regulatory compliance and other high-stakes environments where unbiased judgment is critical.
When we fall into confirmation bias, our decisions often become blind spots. For example, a team working on a project may only discuss data that supports the current approach, overlooking potential risks or downsides. The outcome may seem strong at first glance, but the missing perspective could have costly consequences.
Managing Confirmation Bias in Team Dynamics
Biases don’t only operate on an individual level—they’re often amplified in team settings. Group dynamics can lead to conformity, where the first person to speak anchors the discussion and others tend to follow that direction. In this scenario, dominant or influential voices may shut down opposing views, making it hard for the group to reach a balanced decision.
To counter this, I encourage using both public and private opinion-sharing techniques:
- Private Voting: Start with private voting to allow everyone to share their perspective independently. This method prevents influential voices from swaying the group too early.
- Public Discussion: Follow up with a public discussion to address differences in opinion and seek out disconfirming evidence.
This approach helps bring out minority perspectives, avoid groupthink, and reduce hindsight bias, which is the tendency to justify past decisions without considering alternatives. By giving each person the opportunity to share their perspective without immediate pressure, we create a more balanced and open discussion.
Building Trust and Credibility by Confronting Confirmation Bias
In consulting, trust and credibility are essential. Clients need to know that recommendations are grounded in both expertise and objectivity. However, confirmation bias can erode both if we’re not careful. When we only present supporting evidence for our recommendations, we give a skewed perspective that may not serve the client’s best interests in the long run.
To avoid this, I often remind clients and team members to actively seek out disconfirming information. One effective technique is to randomly assign someone the role of “devil’s advocate” in meetings. This person’s job is to question the decision, poke holes in it, and ensure all sides are considered. Giving equal weight to both confirming and disconfirming evidence not only makes the decision more robust but also builds trust and credibility with clients who see a well-rounded, thoroughly vetted approach.
Recognizing and Addressing Blind Spots
One of the scariest aspects of bias is when we don’t realize it’s there. Blind spots often emerge when a particularly vocal team member has a strong opinion that shuts down others who might disagree. This creates a feedback loop where only one perspective is heard, leading to missed insights and potential oversights.
One way to address this is by fostering an environment where everyone feels comfortable sharing their perspectives openly. I often encourage team members to hold off on giving immediate answers and instead share their thoughts later, via email. This delay gives people time to reflect, making it easier to voice differing opinions without the pressure of immediate group dynamics. By providing a space for all voices, we minimize the risk of hidden biases and allow for a richer, more inclusive discussion.
Staying Objective in the Gray Areas
In regulatory compliance, we’re often called to make decisions in gray areas, where there’s no clear right or wrong answer. This is where confirmation bias can be especially problematic, as it can push us toward the choices that feel intuitively correct or comfortable, rather than the ones that are most aligned with the best interests of the business or client.
To stay objective, it’s essential to use wisdom to “draw that line in the sand” as opposed to relying on intuition or defaulting to what feels easiest. When facing these decisions, pause to ask: Am I considering all the evidence, or just the evidence that supports what I already believe?
Practical Steps to Counter Confirmation Bias
So, how can we combat confirmation bias in day-to-day decision-making? Here are a few practical tips:
- Seek Disconfirming Evidence: Actively look for evidence that contradicts your current perspective. This might be uncomfortable, but it helps ensure that your final decision is well-rounded and robust.
- Assign a Devil’s Advocate: In group settings, assign someone to challenge the prevailing opinion. This role is not about being disagreeable but about ensuring that all options are considered.
- Use Both Private and Public Feedback: By allowing people to privately share their opinions before opening it up to public discussion, you can ensure a wider range of perspectives is considered without groupthink.
- Ask Yourself Key Questions: When making a decision, ask questions like: Am I focusing too much on confirming data? Am I overlooking information that could be valuable? Reflecting on these questions can help you recognize potential biases.
Confirmation bias is just one of many biases that can shape our decisions. By being mindful of its influence, we can make better, more balanced choices that serve the interests of our clients, teams, and businesses. Recognizing and managing our biases isn’t just a best practice—it’s a critical part of responsible leadership.
Stay tuned for Part 2, where I’ll dive into Escalation of Commitment Bias and explore how it affects decision-making in business. In the meantime, I encourage you to reflect on where confirmation bias may have shown up in your own decisions and how you can work toward a more balanced perspective – and if you feel like your team would benefit from a workshop on this topic, connect with me today and we’ll put a plan together!