Why good leaders make bad decisions – Harvard Business Review

Leaders make decisions largely through unconscious processes that neuroscientists call “pattern recognition” and “emotional tagging”.

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The idea in brief:
Leaders make decisions largely through unconscious processes that neuroscientists call “pattern recognition” and “emotional tagging”. Theses processes usually make for quick , effective decisions, but the can be distorted by self-interest, emotional attachments or misleading memories.
Managers need to find systematic ways to recognize the sources of bias – what the authors call “red flag conditions” – and then design safeguards that introduce more analyses, greater debate or stronger governance.

02.09.2013 erstellt von U. Gerndt Zurück

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