A bad outcome does not mean it came from a faulty decision making process. That’s just one trap of the outcome bias.
Terry Newell is currently director of his own firm, Leadership for a Responsible Society. His work focuses on values-based leadership, ethics, and decision making. A former Air Force officer, Terry also previously served as Director of the Horace Mann Learning Center, the training arm of the U.S. Department of Education, and as Dean of Faculty at the Federal Executive Institute. Terry is co-editor and author of The Trusted Leader: Building the Relationships That Make Government Work (CQ Press, 2011). He also wrote Statesmanship, Character and Leadership in America (Palgrave Macmillan, 2013) and To Serve with Honor: Doing the Right Thing in Government (Loftlands Press 2015).
All in The Ways We Think
A bad outcome does not mean it came from a faulty decision making process. That’s just one trap of the outcome bias.
Too many assume that the “red” and “blue” divisions in American cannot be healed. We sell ourselves short.
Life is filled with people certain they “just know” about a topic, event or person. Yet what people “just know” can be wrong, choking off the learning needed to fully understand.
Most of us know that what we think is not what others must think, yet we can be prone to ignoring this. We see a consensus that just isn’t there.
Violent extremists can change. Former Ku Klux Klanner Chris Buckley and Muslim refugee Heval Kelli demonstrate the power of openness, listening and healing.
Political extremism is hard to combat, but encouraging people to open their minds and leaders to support that offers hope.
We think of our eyes as a camera, reproducing reality exactly so we can act on it. But what if we cannot see some things because we unconsciously don’t want to see them?
You might assume Einstein is one of the few who used 100 percent of his brain. You’d be wrong because we all do.
Democracy suffers when warring camps on major issues insist their side has to win. Some problems just can’t be solved, but creative ways to manage them can be found.
We tend to think that continuing to get more information always leads to a better decision. That’s not always the case.
There are ways to help people who believe in an unfounded conspiracy think more carefully. Arguing with them, however, doesn’t work.
Questions drive learning. We should trust our children more to learn from the questions we and they pose in school.
The “Citizen’s Guide” offers helpful tips on sixteen core tasks of citizenship. How we answer the questions our role as citizens raise is important for our democracy.
Our fascination with whether a president is up or down in polls leads to short-term thinking - and thinking biases - that may harm the nation’s long-term needs.
Using an analogy to make or defend a decision is an attractive device but risks several pitfalls in thinking.
The way we think about stopping mass shootings isn’t working. Seven common thinking traps must be overcome.
We do not need to be fooled by fake news. There are websites and thinking tools that help us spot it.
False information spreads rapidly in the digit age - and we often don’t know we’re spreading it.
Our opinions on public issues are often shaped by “experts.” But are they really expert? How can we know?