We are all biased. We all have subconscious preferences which are driven by ingrained experiences and tendencies which interfere with our performance and effectiveness. Which bias do you fall foul of? Is it reflective of your organisation's culture? How can performance be accelerated?
Why do companies struggle to become or remain “learning organizations”? Through research conducted over the past decade across a wide range of industries, we have drawn this conclusion: Biases cause people to focus too much on success, take action too quickly, try too hard to fit in, and depend too much on experts. In this article we discuss how these deeply ingrained human tendencies interfere with learning—and how they can be countered.