Blind Spots VIII — How to Handle Our Blind Spots
Max H. Bazerman and Ann
E. Tenbrunsel, the authors of the new book <a href="http://www.amazon.com/Blind-Spots-Whats-Right-about/dp/0691147507" target="”_blank”">Blind
Spots:
Why
We
Fail
to
Do
What's
Right
and
What to Do about It</a> (Princeton University
Press), present several ways of dealing with the many problems they
raise in their book.<br>
<br>
One solution is to align what they call our "want" and "should" selves,
that is, our self-interested and our public-interested feelings, by
becoming aware of our blind spots, that is, by recognizing our
vulnerability to our own unconscious biases.<br>
<br>
"If you find yourself
thinking,' I'd never do that' and 'Of course I'll choose the right
path,' it's likely your planning efforts will fail and you'll be
unprepared for the influence of self-interest at the time of the
decision. One useful way to prepare for the onslaught of the 'want'
self is to think about the motivations that are likely to influence you
at the time you make a decision."<br>
<br>
One way of doing this is to practice your responses to ethical
situations. "When you are able to
project yourself into a future situation, almost as if you were
actually in it, you can better anticipate which motivations will be
most powerful and be prepared to manage them." <br>
<br>
By doing this, you arm yourself with accurate
information about your most likely response "so that you can engage in
proactive strategies to reduce the probability that your 'want' self
will exert undue pressure at the time of the decision and increase
the odds that self-interest will dominate."<br>
<br>
The authors also recommend what they call "self-control strategies."
They recommend that people put in place "pre-commitment devices" to
help them follow a desired course of action (think piggy bank for savings).<br>
<br>
They recognize the
problem of how our commitments escalate, how reluctant we are to walk
away from
a course of action once we've decided on it. Therefore, they feel it is
best to hold off making a public commitment, and they recommend
that people share their pre-commitment ideas with an unbiased
individual
whose opinion they respect. The combination of putting all the options
on the table, brainstorming them, and openly considering the ethical
aspects of each option is a good one. Abstract, System 2,
"should" thinking is more likely to dominate if one does this.<br>
<br>
Such a discussion should also consider how others will feel (your
spouse or parents as well as the public) and how you would feel if your decision were to appear on the front page.<br>
<br>
Another way to deal with our blind spots is training that helps us
identify
and correct the distorted feedback we give ourselves, emphasizing
the psychological mechanisms that lead to inaccurate recollections and
unethical behavior.<br>
<br>
The authors also discuss techniques to help people
accurately recall their behavior, including immediate feedback that warns
of the likelihood of distortions and reminds us how bias might have
affected our recollection. The authors call this "ethical debriefing."
As with the process that precedes decision-making, ethical debriefing
works best with a trusted friend or colleague who plays devil's
advocate.<br>
<br>
Robert Wechsler<br>
Director of Research-Retired, City Ethics<br>
<br>
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