How Personal Bias Can Change the Outcome

Personal bias can change the outcome of a conflict, and, as a manager, you must be aware of this bias and what you do about it. If your employees feel that you may favor one employee over another, they may be less likely to speak up when any situation involves that employee, and you will lose the trust of your employees. For example, a manager takes over a new job and hires friends she has worked with before. The manager does not hold these people accountable for the same issues that other employees may get into trouble for, or she may promote these people more easily. In contrast, more qualified individuals are not promoted. This builds a lack of trust within the team, and people may leave if they don't believe they have an equal chance of getting a promotion. Read this section about the different types of bias and how personal bias might change based on circumstances.

Pitfalls to Problem Solving

Not all problems are successfully solved, however. What challenges stop us from successfully solving a problem? Imagine a person in a room that has four doorways. One doorway that has always been open in the past is now locked. The person, accustomed to exiting the room by that particular doorway, keeps trying to get out through the same doorway even though the other three doorways are open. The person is stuck - but they just need to go to another doorway, instead of trying to get out through the locked doorway. A mental set is where you persist in approaching a problem in a way that has worked in the past but is clearly not working now.

Functional fixedness is a type of mental set where you cannot perceive an object being used for something other than what it was designed for. Duncker (1945) conducted foundational research on functional fixedness. He created an experiment in which participants were given a candle, a book of matches, and a box of thumbtacks. They were instructed to use those items to attach the candle to the wall so that it did not drip wax onto the table below. Participants had to use functional fixedness to overcome the problem (Figure 7.10). During the Apollo 13 mission to the moon, NASA engineers at Mission Control had to overcome functional fixedness to save the lives of the astronauts aboard the spacecraft. An explosion in a module of the spacecraft damaged multiple systems. The astronauts were in danger of being poisoned by rising levels of carbon dioxide because of problems with the carbon dioxide filters. The engineers found a way for the astronauts to use spare plastic bags, tape, and air hoses to create a makeshift air filter, which saved the lives of the astronauts.

Figure a shows a book of matches, a box of thumbtacks, and a candle. Figure b shows the candle standing in the box that held

Figure 7.10 In Duncker's classic study, participants were provided the three objects in the top panel and asked to solve the problem. The solution is shown in the bottom portion.

Researchers have investigated whether functional fixedness is affected by culture. In one experiment, individuals from the Shuar group in Ecuador were asked to use an object for a purpose other than that for which the object was originally intended. For example, the participants were told a story about a bear and a rabbit that were separated by a river and asked to select among various objects, including a spoon, a cup, erasers, and so on, to help the animals. The spoon was the only object long enough to span the imaginary river, but if the spoon was presented in a way that reflected its normal usage, it took participants longer to choose the spoon to solve the problem. The researchers wanted to know if exposure to highly specialized tools, as occurs with individuals in industrialized nations, affects their ability to transcend functional fixedness. It was determined that functional fixedness is experienced in both industrialized and nonindustrialized cultures.

In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. Sometimes, however, we are swayed by biases or by others manipulating a situation. For example, let's say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the $2,000 home? Why would the realtor show you the run-down houses and the nice house? The realtor may be challenging your anchoring bias. An anchoring bias occurs when you focus on one piece of information when making a decision or solving a problem. In this case, you're so focused on the amount of money you are willing to spend that you may not recognize what kinds of houses are available at that price point.

The confirmation bias is the tendency to focus on information that confirms your existing beliefs. For example, if you think that your professor is not very nice, you notice all of the instances of rude behavior exhibited by the professor while ignoring the countless pleasant interactions he is involved in on a daily basis. Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn't. In other words, you knew all along that things would turn out the way they did. Representative bias describes a faulty way of thinking, in which you unintentionally stereotype someone or something; for example, you may assume that your professors spend their free time reading books and engaging in intellectual conversation, because the idea of them spending their time playing volleyball or visiting an amusement park does not fit in with your stereotypes of professors.

Finally, the availability heuristic is a heuristic in which you make a decision based on an example, information, or recent experience that is that readily available to you, even though it may not be the best example to inform your decision. Biases tend to "preserve that which is already established - to maintain our preexisting knowledge, beliefs, attitudes, and hypotheses". These biases are summarized in Table 7.3.

Summary of Decision Biases

Bias Description
Anchoring Tendency to focus on one particular piece of information when making decisions or problem-solving
Confirmation Focuses on information that confirms existing beliefs
Hindsight Belief that the event just experienced was predictable
Representative Unintentional stereotyping of someone or something
Availability Decision is based upon either an available precedent or an example that may be faulty

Table 7.3


Source: Rose M. Spielman, William J. Jenkins, and Marilyn D. Lovett; OpenStax, https://openstax.org/books/psychology-2e/pages/7-3-problem-solving
Creative Commons License This work is licensed under a Creative Commons Attribution 4.0 License.

Last modified: Friday, June 2, 2023, 4:25 PM