Bazerman and Moore propose that people ought to comprehend the biases of others. According to Bazerman, Loewenstein, and Moore (2002), biases flourish where there is the likelihood of construing information in dissimilar manners. As evidenced in a study concerning the collision, individuals have a tendency of reaching self-serving conclusions where ambiguity encircles a piece of proof. Persons are more ready to harm aliens than people familiar to them. For instance, with respect to this apprehension, auditors could unconsciously incline in the direction of favouring the doubtful accounting with the biases growing tougher as their personal ties intensify (Bazerman et al., 2002). That is, the longer an auditor serves a given customer, the more prejudiced his decision will have a tendency of becoming.
Buried biases are shockingly significant reinforcements to all the judgments that people make, influencing their opinions and subsequent actions. There are many instances when the failure to understand the biases of other people on one’s preferences and judgment making can be more harmful than beneficial (Bazerman et al., 2002). Thus, it is vital to understand other people’s biases in an attempt to triumph over it. Biases could sometimes emanate from things that a person told another, or from a third party. In this regard, the biases are not at all times one’s original notions, but ideas that that have been adopted. By identifying the biases, comprehending how they came to be, and if they are for one’s benefit or harm, it becomes easy to surmount them.
It is possible to improve one’s decision-making in a group setting by concentrating on ideas that would not have been contemplated by one person alone and that offer a practicable resolution to the challenge. To sum it up, improving one’s decision-making in a team entails notions rooted in the input from every member of the group, as unbiased as achievable, and that tackle the group’s objectives for the decision-making progression.
Bazerman, M. H., Loewenstein, G., & Moore, D. A. (2002). Why good accountants do bad audits. Harvard business review, 80(11), 96-103.