Selective Perception

Impact on LEADERSHIP AND BUSINESS

Treasure:

The “treasure” in this bias is where there is an overload of information, selective perception can help leaders to filter out irrelevant data and focus on what they deem most relevant to their challenges or goals.

When leaders can concentrate on information that aligns with their strategic vision, they can be more effective in guiding their organization towards its objectives, maintaining a clear focus amidst noise.

Selective perception can also help leaders to emphasize messages that resonate with their goals when they can communicate, and act based on core values and visions, creating a sense of unity and shared purpose.


Risk:

On the other hand, selective perception poses “risk” and can lead to overlooking or discounting information that does not fit with a leader’s preconceptions or beliefs.

It can cause leaders to overlook critical information or emerging threats that do not align with their current viewpoints or expectations.

This bias can lead to the creation of echo chambers within an organization, where only similar viewpoints are heard and valued, stifling innovation and critical thinking.

Relying too heavily on selective perception may hinder a leader’s ability to adapt to new information or changes in the environment, as they may dismiss or undervalue these signals.

To identify selective perception bias in a leader, it’s important to pay attention to their decision-making processes and whether they are considering all relevant information or only focusing on certain aspects that align with their beliefs.

Leaders who exhibit this bias may show a reluctance to change their perspective, even when presented with new information that contradicts their beliefs.


KNOW YOUR KNOTS - Learn to recognize when Selective Perception is taking the lead.

Ask yourself:

Do I filter information to confirm my beliefs?

How do I react to information or opinions that contradict my current views? Do I react emotionally?

Am I exposed to a diverse range of sources and viewpoints in my decision-making process?

Do I have a process in place to challenge my assumptions and beliefs regularly?

How often do I revise my opinions or decisions based on new information?



STRATEGIES to manage this bias: Pause – Perspective – Practice – Progress

Pause:
Reflect on your information-gathering behavior and consider if you are actively looking for diverse viewpoints or unconsciously filtering information to support your preconceptions.

Assess your emotional and cognitive reactions to opposing viewpoints. Consider whether you’re dismissive of or open to understanding and integrating these perspectives.

Think about mechanisms you can use to question and test your assumptions, such as using a devil’s advocate approach in decision process meetings.

Reflect on your flexibility and openness to change. Consider instances where new information led you to alter your stance and how this process unfolded.


Perspective:
Evaluate the diversity of your information sources, including the people you consult and the media you consume to ensure a wide range of perspectives are considered.


Practice:
Make a conscious effort to expose yourself to different viewpoints, especially those that challenge your preconceptions.

Create mechanisms for receiving honest feedback from a variety of sources, using this input to check and balance your perceptions.

Implement structured decision process frameworks that require consideration of multiple perspectives and alternative solutions to ensure a comprehensive analysis of information.


Progress:
Offer education, training and development on cognitive biases including selective perception to raise awareness and provide tools for individuals to manage their selective perception. Include training in critical thinking skills, and the ability to objectively evaluate information and evidence.

Consider training in conflict resolution including techniques for addressing differing viewpoints and facilitating constructive discussions.