Cognitive bias is a general term that many psychologists and other behavioral experts use to describe a systematic error in how people perceive others or their environment.
If you still cannot figure it out, then ask the person, in a nonjudgmental way, about their behavior . After all, no one has better insight into what they were thinking than the person themselves. Confirmation Bias: Confirmation bias is one of the most commonly occurring judgment biases.
In order to overcome confirmation bias, especially when working with others in a workplace, you need to ask yourself at each step of the way if you are being as objective and unbiased as possible. It helps to mentally consider the opposite of your belief in search for the truth or try to prove yourself wrong.
Identifying your biases is a very important part of the self-awareness journey that leads us to be more emotionally intelligent human beings, as well as better business leaders. Biases have been studied extensively in both psychology and behavioral economics.
The field of positive psychology advocates holding onto a positive self-image, and that absolutely works, as long as we are balanced in our view of objective facts. Like a lot of other biases, the antidote starts with honest reflection and self-awareness.
There are several ways to avoid falling into this trap. For starters, assume positive intent on the part of the other person. People are not inherently evil or devious. Consider any external factors that might have caused the other person’s behavior, and think about how you might have dealt with those factors .
You can only discover the truth when you have considered all of the facts, including those that do not support your original belief. Self-Serving Bias: This process is when we perceive a situation or facts in a way that allows us to see ourselves and our actions in the most positive and advantageous light possible.
What is underperformance? Underperformance is when an employee is performing their duties below the required level expected. The following points underline some of many examples that class as underperformance: Failing to perform duties to a high standard/altogether. Non-compliance of work policies and procedures.
Below are some dos and don’ts of giving feedback to an underperforming employee: Dos: Be specific and constructive with feedback. Be observant of any patterns that lead to underperforming behavior. Be encouraging and explain how making positive changes will improve their development as a whole. Be kind, always.
Steps to take if no improvement is made. An employee can, unfortunately, make no progress despite a plan and support system in place. If this is the case, then a formal route will need to be actioned. It’s important to make the employee aware that disciplinary action can be taken if no improvement is made.
To be certain you’re dealing with your employee fairly, ensure you comply with employment law. Consult with your HR department how you should go about the procedure. Generally, the following pattern is followed: Invite your employee to a meeting in writing, ensuring you give them enough notice before the meeting.
During the disciplinary, give the employee the opportunity to defend their claim and provide evidence as to why they don’t’ deserve a warning or dismissal. Let the employee know they can appeal the decision in writing if they feel it is unjust.
SMART targets are a classic but fantastic way to set goals. Should any of the issues be rooted in personal problems then offer to be a listening ear and advise on employee support through your HR department. Ensure every conversation thereafter is kept positive yet constructive.
Time restraints and seasonal changes can affect how much time and money goes into settling employees in, however, shortening this process for the sake of profitable gain can damage their ability to perform tasks in the long run.
Rumination refers to a situation where you essentially become trapped within your own thoughts as you stew in a pot of negative thoughts, regrets, and worries. It’s one of the main factors of disorders like depression and can worsen already negative emotions significantly, according to studies.
Mindfulness refers to the act of being completely present and grounded, releasing worries of the past and future. It also means noticing and being aware of your emotions and situation with acceptance and patience . As such, it isn’t just relaxing, but it can also help you fight rumination, identify feelings, and accept them. Numerous studies have indicated the repeated use of mindfulness can alter the way your brain reacts to negative emotions, potentially shortening recovery time.
On top of that, good health makes you feel better anyway, as you’re less likely to be able to manage emotions when you’re also sick. Here are some ways to take care of your health to reduce the severity of sad feelings:
If you have a positive support system, crying around them can help them empathize with you and offer appropriate and helpful levels of support to you.
Meditation, especially combined with mindfulness, helps the brain to regulate its responses to negative stimuli, according to studies. Just 15 minutes of a basic mindfulness meditation activity can help relax you and center your thoughts, allowing you to begin working through the sadness.
These problems need proper help and treatment. Besides, some emotional regulation difficulties are related to severe problems, like family issues and trauma, which also need help, says therapist Vicki Botnick.
The body’s parasympathetic nervous system functions in the realm of trauma and stress recovery. When you cry, this part of the nervous system is activated, facilitating faster recovery. If you want to live a meaningful life, then you have no room for long-lasting negativity.
The lesson of this study is that people may think that they are being clear, but they’re not. “If you want to solve the problem of perception,” Halverson says, “it’s much more practical for you to decide to be a good sender of signals than to hope that the perceiver is going to go into phase two of perception.
According to the work of the Nobel Prize winner Daniel Kahneman, there are two ways that the mind processes information, including information about others: through cognitive processes that Kahneman calls System 1 and System 2.
Just as he misunderstands her, she misunderstands him: She offered him help because she thought he was overworked and stressed. He has, after all, been showing up early to work and going home late every day. But that’s not why he’s keeping strange hours; he just works best when the office is less crowded.
Researchers have long found that individuals need to maintain a positive sense of themselves to function well. When someone’s sense of herself is threatened, like when she interacts with someone who she thinks is better than her at a job they both share , she judges that person more harshly.
First, most people suffer from what psychologists call “ the transparency illusion ”—the belief that what they feel, desire, and intend is crystal clear to others, even though they have done very little to communicate clearly what is going on inside their minds.
For example, referring to research conducted about the primacy effect, Halvorson points out that children who perform better on the first half of a math test and worse on the second half might be judged to be smarter than those who perform less well on the first part of the test, but better on the second part.
One study hints at an answer. In the study, published in 1998 in Personality and Social Psychology Bulletin, research subjects came into the lab to conduct a mock negotiation with one other person.
A threat issued by a pragmatist may convey legitimate sources of power or important needs and constraints. Spanish writer Jose Bergamin once said, “A piece of advice always contains an implicit threat, just as a threat always contains an implicit piece of advice.” Your job as a negotiator is to discover the implicit advice in the pragmatist’s threat.
As customer service representatives have been taught, the best way to handle a “victim” is to listen to his grievances, acknowledge his feelings, and apologize for his troubles. Such moves can be palliative. New York University professor Tom Tyler has shown that when individuals in conflict express their emotions and tell their side of the story, they’re more satisfied with outcomes – even when these outcomes aren’t in their favor. Expressing understanding can defuse tensions and reduce the risk of additional threats, but be careful not to reward tirades with concessions.
Your job as a negotiator is to discover the implicit advice in the pragmatist’s threat. By asking questions, you can unearth novel remedies to her concerns and avoid caving in to surface demands. The goal should be to determine the power or the constraints behind your counterpart’s threat.
The first step in effective threat diagnosis is to remove yourself from the situation – physically and/or psychologically.
Coaches meet regularly with their advisees to provide one-on-one feedback and discuss what issues and goals the advisee may have. These coaches also partner with employees to develop personal and professional development goals with action steps to achieve them. Add transparency and a commitment to equity to the paycheck.
After making sure salaries are fair compared to industry and geographical benchmarks, the partners make changes to individual employee's salaries and bonuses to ensure internal fairness between offices and job roles. Offer a fair appeals process.
The transparency of the compensation system and a clear commitment to equity by the organization are critical in ensuring people feel fairly paid.
One of the fastest ways to erode a workplace's sense of fairness is by giving recognition unequally. This challenge can be especially difficult when managing employees across multiple sites.
There were two other flu pandemics in the 20th Century: the 1957 Asian flu and the 1968 Hong Kong flu. They killed about 2 million and 4 million people, respectively. We are nowhere near those numbers yet and yet we don't compare this pandemic to them.
It's estimated that the Spanish Flu killed around 50 million people in between 1918 and 1919. Over three waves of infections, the Spanish flu killed around 50 million people between 1918 and 1919. Science journalist Laura Spinney studied the pandemic for her 2018 book Pale Rider: The Spanish Flu of 1918 and How It Changed the World.
In the short term, there was a jump in life expectancy, because a lot of people who were very ill with, for example, TB, which was a massive killer at that time, were purged from the population. They were probably the first to die of the Spanish flu because they were already in a weakened state.
Along with that comes epidemiology, the search for patterns and causes and effects of patterns in healthcare. The baseline health of populations started to become much more transparent, and much more visible.
Normally flu is most dangerous to young children and to the very old, but in 1918, bizarrely, it was this middle age group. There wasn't much of a social welfare net, even in wealthy countries, so lots of dependents were left without any means of support because the breadwinners were taken out by the flu.
The Spanish flu was democratic on one level. It could infect anyone: British Prime Minister David Lloyd George came down with the flu and Boris Johnson has had COVID-19 today. Nobody is, in theory, spared.
And when the first cases broke out there in the spring of 1918, the newspapers reported on them, whereas in these other countries, it was kept out of the news. Those first Spanish cases included Alfonso XIII, the King of Spain, which made it very visible.
In December 2019, an outbreak of a novel coronavirus , known as COVID-19, occurred in China and has spread rapidly across the globe within a few months. COVID-19 is an infectious disease caused by a new strain of coronavirus that attacks the respiratory system (World Health Organization, 2020).
Since the 1990s, the world has seen significant changes in the landscape of education as a result of the ever-expanding influence of technology. One such development is the adoption of online learning across different learning contexts, whether formal or informal, academic and non-academic, and residential or remotely.