In a new Harvard Business Review article, Gino (and her co-author John Beshears) outline how leaders can make better decision-makers. It's difficult to change the way our brain is hard-wired to make decisions, they say. But what we can do is alter the environment in which we make decisions: acting as architects of the context of our decisions.
The authors' five-step process “can be applied to a wide range of problems, from high employee turnover to missed deadlines to poor strategic decisions,” they say. Here it is:
(1) Understand the systematic errors in decision making that can occur
(2) Determine whether behavioral issues are at the heart of the poor decisions in question
(3) Pinpoint the specific underlying causes
(4) Redesign the decision-making context to mitigate the negative impacts of biases and inadequate motivation
(5) Rigorously test the solution
For the detailed strategy and how to implement it at your place of work, we encourage you to read the full article in HBR.
In her talks, Gino explores inconsistent decisions played out in a wide range of circumstances—from our roles as consumers and employees (what we buy, how we manage others) to the choices that we make more broadly as human beings (who we date, how we deal with friendships). What factors are likely to sway our decisions in directions we did not initially consider? And what can we do to correct for the subtle influences that derail our decisions? Gino helps you better understand the nuances of your decisions and how they get derailed—so you have more control over keeping them on track.
To book Francesca Gino as the keynote speaker for your next event, contact The Lavin Agency speakers bureau.
