Leaders too often assume that their managerial strategies can be based on a rational analysis of data, trends and opportunities. Nonetheless, cognitive biases and agency problems have the power of shaping leaders’ decisions and employees’ actions alike. If an organizational strategy aspires to be truly rational, it should therefore account for the irrationality of individuals’ and groups’ behaviours, as dynamics playing out in the background are often the biggest driver of what gets decided […]
B.BIAS 