On the whole, we don’t do well with solving certain types of problem. Very often the information that we don’t have—and don’t know we are missing—is overwhelmingly more important that what we think we know. Join Peter as he shines a light on our blind spots.
Rules permeate our existence. We accept them and adhere to them, even while we don’t necessarily acknowledge and recognize where they come from. Exploring where they come from and how to manage them is a fundamental skill.
A surprising influence in how we make decisions is the rules that exist in our environment. Some of those we are aware of, others are implicit and a few are unconscious. But they all play a role in directing us to the decisions that we need to make, and how we make them.
Many of the tools of decision making assume a rational and logical world. In this world, however, we need to engage with decisions making realities that are irrational, political and subject to a variety of influences.
We all have biases in how we make decisions. Those biases are hard wired, universal and far more common than many of us would like to think. One foundational theory of decision underlines much of what we know about how we really make choices.
We like to think we are rational. The reality is we are often far from it, and nowhere is this more true than when we make decisions. Knowing our biases and influences can go some of the way to being able to manage them and make better choices.