If you have a brain, you're biased. The SEEDS Model® organizes five kinds of unconscious bias that affect decision-making the most.
In 1971, a Yale psychologist borrowed a chilling concept from the novel "1984" to label a new phenomenon of human behavior.
Groupthink bubbles up when dissenting voices keep quiet. Leaders can improve group decision-making when they work to raise those quiet voices.
Groupthink isn't invisible. If leaders know how to spot groupthink in their team meetings, they can take concrete steps to make sure it doesn't crop up.
The Bay of Pigs Invasion, a political move widely viewed as a textbook case of failed decision-making, has helped psychologists study major organizations.
What causes groupthink? One major factor is the tendency people have in meetings to rush toward consensus, just so the meeting can end earlier.
Since completing the DECIDE program, data indicates that 90% of direct reports feel at least moderately prepared to label bias using The SEEDS Model®, and a separate 91% said they felt equally prepared to label bias using the program’s brain-based strategies.
If leaders can make their organization a psychologically safe place to speak up, they can tap into a wellspring of new ideas from otherwise quiet folks.
The NeuroLeadership Institute is set to launch a new journal article, “Debunking Gender Myths: The Science of Gender & Performance.” It’s our deep dive into what
Jam-packed meetings and overflowing project teams don't do anyone any favors. They cause delays, create confusion, and generally make organizations less effective. At the NeuroLeadership