The “Replicability Crisis,” particularly in behavioral sciences, raises concerns about the validity of scientific studies, prompting psychology professor Gary Marcus to advocate for critical reading of research and the use of essential questions to evaluate reported results.
Cognitive biases can cloud decision-making even for the intelligent, so Annie Duke suggests forming group charters based on The Mertonian Norms to ensure transparency, universalism, disinterestedness, and organized skepticism in evaluating decisions and information.
This class, featuring experts like Timothy, Herman, and Zollman, explores organizational culture and decision-making by emphasizing psychological qualities, diverse perspectives, and the importance of collaboration, trust, and organized skepticism to enhance team effectiveness and combat cognitive biases.
Julia Galef highlights the sunk cost fallacy, where past investments cloud decision-making, urging individuals to focus on future outcomes rather than wasted resources, and recommends regular self-analysis to avoid this cognitive bias in both personal and professional contexts.
Bazerman’s bounded ethicality highlights how ordinary psychological processes can lead good people to unknowingly engage in unethical behavior, as illustrated by the Challenger tragedy, emphasizing the need for heightened awareness, firm ethical grounding, and thorough consideration of data omissions in decision-making.
To navigate workplace challenges effectively, adopt a historian’s approach by recognizing familiar patterns, critically assessing diverse perspectives, and viewing issues within a broader temporal context to maintain perspective and avoid being swayed by immediate rhetoric.
Despite ancient Greek knowledge of a round Earth, many still believe in a flat planet due to a human predisposition for magical thinking, making it challenging to combat superstition and conspiracy theories even with evidence and reason.