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Matthew D. Lieberman, David Rock, Heidi Grant and Christine Cox
Despite decades of effort and major investment dedicated to reducing bias in organizational settings, it persists.
The central challenge in removing bias from decisions is that most biases operate unconsciously. While raising awareness can help people to realize that they might be biased, it does not enable them to recognize bias in their own thinking—we simply do not have conscious access to the operations of bias in the brain.
In this paper, we propose an alternative solution to mitigating bias, derived from a brain-based perspective. We identify processes that can interrupt and redirect unconsciously biased thinking. We provide the SEEDS model for designing and guiding the use of such processes. The SEEDS model simplifies the roughly 150 identified cognitive biases and recognizes five categories of bias, each category responsive to a different set of actions that will help mitigate them. To use the SEEDS model, we propose three steps:
1. Accept that we are biased by virtue of our biology
2. Label the type of bias that might influence a particular decision, using SEEDS
3. Mitigate using the right process.
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