Cybernetics

Cybernetics

Cybernetics is derived from the Greek word “kubernētēs,” which means “steersman” or “governor.” It was initially developed by Norbert Wiener in the mid-20th century as a transdisciplinary approach to understanding control and communication systems in both natural and artificial systems. In the business context, cybernetics provides a framework for analyzing and optimizing complex processes, feedback loops, and decision-making mechanisms.

Key components of cybernetics in business include:

  • Feedback Loops: Cybernetics emphasizes the importance of feedback loops, where information is continuously gathered, processed, and used to make decisions and adjustments.
  • Control Systems: It explores how organizations can design effective control systems to regulate and manage their operations.
  • Communication: Cybernetics focuses on communication processes within and between organizations, recognizing their critical role in achieving desired outcomes.
  • Adaptation: Businesses can use cybernetic principles to adapt to changing environments, learn from experiences, and improve their performance over time.

Cybernetics provides a framework for understanding the dynamics of complex systems, enabling businesses to make more informed decisions and enhance their overall effectiveness.

Real-World Applications

Cybernetics finds applications across various business domains:

  • Operations Management: Businesses use cybernetics to optimize production processes, supply chain management, and quality control by implementing feedback mechanisms and control systems.
  • Organizational Design: Cybernetic principles are employed to design hierarchical structures, decision-making processes, and communication flows within organizations.
  • Marketing and Sales: Organizations leverage cybernetics to analyze customer feedback, track sales performance, and adjust marketing strategies in response to market dynamics.
  • Risk Management: Cybernetic models are applied to assess and manage risks by monitoring relevant variables and implementing risk mitigation strategies.
  • Strategic Planning: Businesses use cybernetics to develop and adapt strategic plans based on real-time data and feedback.

Advantages of Cybernetics in Business

Cybernetics offers several advantages in the business context:

  • Improved Decision-Making: It provides a systematic approach to decision-making by incorporating feedback and data-driven insights.
  • Efficiency: Cybernetic principles help optimize processes, reduce waste, and enhance resource utilization.
  • Adaptability: Businesses can respond more effectively to changes in the internal and external environment by continuously monitoring and adjusting their operations.
  • Innovation: Cybernetics fosters innovation by encouraging organizations to learn from their experiences and experiment with new approaches.
  • Strategic Alignment: It helps ensure that business activities and processes align with strategic goals and objectives.

Disadvantages of Cybernetics in Business

While cybernetics offers numerous advantages, it may have limitations:

  • Complexity: Implementing cybernetic models and systems can be complex and require specialized knowledge.
  • Resource Intensive: Developing and maintaining cybernetic systems may require significant investments in technology and expertise.
  • Resistance to Change: Employees and stakeholders may resist the introduction of cybernetic control systems or changes to existing processes.
  • Data Dependency: Effective cybernetics relies on accurate and timely data, which may not always be readily available.

Strategies for Effective Cybernetics in Business

To utilize cybernetics effectively in business, consider the following strategies:

  1. Define Objectives: Clearly define the objectives and goals you want to achieve using cybernetic principles.
  2. Data Collection: Implement systems for collecting relevant data, ensuring data accuracy and reliability.
  3. Feedback Mechanisms: Establish feedback loops that enable real-time monitoring and adjustments based on collected data.
  4. Expertise: Invest in training and hiring professionals with expertise in cybernetics and data analysis.
  5. Change Management: Address resistance to change by involving employees in the implementation process and providing education and support.
  6. Continuous Improvement: Foster a culture of continuous improvement by encouraging teams to learn from feedback and apply insights to their work.
  7. Ethical Considerations: Be mindful of ethical considerations when implementing cybernetic systems, especially those involving personal data or automation.

When Cybernetics in Business Becomes a Concern

Cybernetics in business may become a concern when:

  • Overemphasis on Technology: Businesses become overly reliant on technology and data, neglecting the human and cultural aspects of their organization.
  • Complexity Overload: The introduction of cybernetic systems leads to increased complexity without clear benefits or improvements in performance.
  • Data Privacy and Security Issues: Inadequate data protection measures result in data breaches or misuse of sensitive information.
  • Resistance Persists: Employees or stakeholders continue to resist or undermine the use of cybernetic principles.

Conclusion

Cybernetics is a valuable approach for businesses seeking to optimize processes, enhance decision-making, and adapt to changing environments. By understanding the principles, real-world applications, advantages, disadvantages, and strategies for effective implementation, organizations can harness cybernetics as a powerful tool for improving their performance and achieving their goals. Cybernetics enables businesses to operate more efficiently, make data-driven decisions, and respond effectively to dynamic and complex challenges in the modern business landscape.

Key Highlights:

  • Definition of Cybernetics: Derived from the Greek word “kubernētēs,” meaning “steersman” or “governor,” cybernetics is a transdisciplinary approach developed by Norbert Wiener in the mid-20th century. It focuses on understanding control and communication systems in both natural and artificial systems.
  • Key Components: Feedback loops, control systems, communication, and adaptation are essential components of cybernetics in the business context. These elements enable organizations to analyze and optimize complex processes and decision-making mechanisms.
  • Real-World Applications: Cybernetics finds applications in various business domains such as operations management, organizational design, marketing and sales, risk management, and strategic planning. It helps organizations optimize processes, respond to changes, and align activities with strategic goals.
  • Advantages: Cybernetics offers advantages like improved decision-making, efficiency, adaptability, innovation, and strategic alignment. It enables businesses to make informed decisions, optimize resource utilization, and foster innovation.
  • Disadvantages: Despite its benefits, cybernetics may have limitations such as complexity, resource intensiveness, resistance to change, and data dependency. Implementing cybernetic systems can be complex and require significant investments in technology and expertise.
  • Strategies for Effective Implementation: To utilize cybernetics effectively, businesses should define clear objectives, establish data collection mechanisms, implement feedback loops, invest in expertise, address resistance to change, foster a culture of continuous improvement, and consider ethical considerations.
  • Concerns with Cybernetics: Cybernetics in business may raise concerns when there is an overemphasis on technology, complexity overload, data privacy and security issues, or persistent resistance to implementation.
  • Conclusion: Cybernetics is a valuable approach for businesses to optimize processes, enhance decision-making, and adapt to changing environments. By understanding its principles and implementing effective strategies, organizations can harness cybernetics to improve performance and achieve their goals in today’s dynamic business landscape.
Related FrameworkDescriptionWhen to Apply
Feedback Control SystemsFeedback Control Systems are dynamic systems that utilize feedback loops to monitor, regulate, and adjust the behavior of a system in response to internal or external signals. – In the context of cybernetics, feedback control systems are essential for maintaining stability, achieving desired performance, and adapting to changing conditions within complex systems. – Feedback control systems consist of sensors, actuators, and controllers that collect information, compare it to a reference or setpoint, and generate corrective actions to maintain or regulate system behavior within predefined bounds.– When designing, analyzing, or optimizing systems that require monitoring, regulation, or adaptation to changing conditions through feedback loops. – Feedback control systems are essential for maintaining stability, achieving desired performance, and adapting to changing conditions within complex systems, making them suitable for applications in engineering, automation, robotics, and cybernetics where dynamic control, regulation, or optimization of system behavior is necessary to achieve desired outcomes or respond to environmental changes effectively.
Regulatory Systems TheoryRegulatory Systems Theory explores the principles and mechanisms underlying the regulation, control, and self-regulation of systems in response to feedback signals. – In cybernetics, regulatory systems theory focuses on understanding how systems maintain equilibrium, stability, and homeostasis through feedback mechanisms and regulatory processes. – Regulatory systems theory examines the role of feedback loops, control mechanisms, and adaptive responses in governing system behavior, ensuring resilience, and promoting self-organization within complex systems.– When studying the principles and mechanisms underlying the regulation, control, and self-regulation of systems in response to feedback signals. – Regulatory systems theory provides insights into how systems maintain equilibrium, stability, and homeostasis through feedback mechanisms and regulatory processes, making it suitable for applications in biology, ecology, psychology, and organizational studies where understanding system dynamics, resilience, and self-organization is essential for managing complexity, promoting adaptation, or fostering sustainability.
Second-Order CyberneticsSecond-Order Cybernetics expands the scope of traditional cybernetics by considering the observer’s role, perspective, and influence on the system being observed. – In contrast to first-order cybernetics, which treats systems as objective entities to be observed and controlled, second-order cybernetics acknowledges the subjectivity of the observer and the recursive nature of interactions between observer and observed. – Second-order cybernetics emphasizes reflexivity, self-reference, and the co-creation of meaning between observer and observed, leading to a deeper understanding of how knowledge, perception, and communication shape the dynamics of complex systems.– When exploring the observer’s role, perspective, and influence on the system being observed and considering reflexivity, self-reference, and co-creation of meaning in system dynamics. – Second-order cybernetics offers a broader perspective on system dynamics, emphasizing the subjective nature of observation and the recursive interactions between observer and observed, making it suitable for applications in social sciences, philosophy, and organizational studies where understanding the role of perception, communication, and reflexivity is essential for studying complex systems and addressing issues of subjectivity, interpretation, or epistemology.
Complex Adaptive Systems TheoryComplex Adaptive Systems Theory examines the behavior, evolution, and emergent properties of systems composed of interconnected, adaptive agents. – In cybernetics, complex adaptive systems theory explores how decentralized, self-organizing systems adapt, learn, and evolve over time through interactions between agents and their environment. – Complex adaptive systems exhibit non-linear dynamics, emergence, and self-organization, giving rise to collective behaviors, patterns, and structures that cannot be predicted solely from the properties of individual agents.– When studying the behavior, evolution, and emergent properties of systems composed of interconnected, adaptive agents and exploring non-linear dynamics, emergence, and self-organization. – Complex adaptive systems theory offers insights into how decentralized, self-organizing systems adapt, learn, and evolve over time, making it suitable for applications in biology, ecology, economics, and social sciences where understanding emergent phenomena, collective behaviors, and system-level properties is essential for addressing complex challenges, fostering innovation, or managing change effectively.
Cybernetic EpistemologyCybernetic Epistemology examines the nature of knowledge, cognition, and learning within cybernetic frameworks, emphasizing the role of feedback, information processing, and adaptation in shaping human understanding and decision-making processes. – In cybernetics, cybernetic epistemology investigates how individuals perceive, interpret, and construct knowledge through interactions with their environment, highlighting the recursive nature of cognition and the influence of feedback loops on learning and sense-making. – Cybernetic epistemology bridges the gap between cybernetics and cognitive science, exploring the parallels between information processing in biological and artificial systems and their implications for human cognition and learning.– When examining the nature of knowledge, cognition, and learning within cybernetic frameworks and exploring the role of feedback, information processing, and adaptation in shaping human understanding and decision-making processes. – Cybernetic epistemology provides insights into how individuals perceive, interpret, and construct knowledge through interactions with their environment, making it suitable for applications in education, psychology, and artificial intelligence where understanding the recursive nature of cognition, learning processes, and information processing is essential for designing effective learning environments, intelligent systems, or decision support tools.
Viable System Model (VSM)– The Viable System Model (VSM) is a cybernetic framework developed by Stafford Beer for understanding the structure, functions, and viability of organizations as viable systems in dynamic environments. – In cybernetics, the VSM identifies five essential management functions (System 1-5) that enable organizations to adapt, survive, and thrive in complex, uncertain environments by maintaining autonomy, coherence, and flexibility. – The VSM emphasizes the importance of feedback, communication, and coordination within and between organizational levels to ensure effective governance, decision-making, and performance management.– When analyzing the structure, functions, and viability of organizations as viable systems in dynamic environments and ensuring effective governance, decision-making, and performance management. – The VSM offers a holistic framework for understanding organizational dynamics, making it suitable for applications in management, governance, and organizational development where analyzing system structures, functions, and interactions is essential for improving resilience, agility, and adaptability in complex, dynamic environments.
Ashby’s Law of Requisite VarietyAshby’s Law of Requisite Variety states that the degree of control or regulation required to manage a system effectively must match or exceed the variety (diversity) present in the system itself. – In cybernetics, Ashby’s Law highlights the importance of adaptive capacity, flexibility, and diversity in coping with environmental complexity, uncertainty, and change. – According to Ashby’s Law, systems with insufficient variety to handle environmental disturbances are prone to breakdown or failure, whereas systems with greater variety can adapt, learn, and evolve to maintain stability and functionality.– When assessing the adaptive capacity, flexibility, and diversity required to manage a system effectively in the face of environmental complexity, uncertainty, and change. – Ashby’s Law of Requisite Variety provides insights into the relationship between system variety and effective control or regulation, making it suitable for applications in engineering, management, and cybernetics where understanding the adaptive capacity, resilience, and robustness of systems is essential for coping with environmental disturbances, managing complexity, or fostering innovation.
Cybernetic GovernanceCybernetic Governance applies cybernetic principles and methodologies to the governance, management, and regulation of complex systems, organizations, or socio-technical systems. – In cybernetics, cybernetic governance focuses on designing feedback mechanisms, decision-making processes, and adaptive structures to ensure effective coordination, resilience, and responsiveness within complex adaptive systems. – Cybernetic governance emphasizes the importance of transparency, accountability, and participatory processes in managing dynamic, interconnected systems, promoting adaptive governance approaches that enable stakeholders to monitor, adapt, and regulate system behavior in real-time.– When applying cybernetic principles and methodologies to the governance, management, and regulation of complex systems, organizations, or socio-technical systems. – Cybernetic governance promotes adaptive governance approaches that enable stakeholders to monitor, adapt, and regulate system behavior effectively, making it suitable for applications in policy-making, public administration, and organizational governance where managing complexity, fostering resilience, and ensuring responsiveness are essential for addressing societal challenges, promoting sustainable development, or enhancing organizational performance.
Cybernetic EthicsCybernetic Ethics explores ethical issues and dilemmas arising from the use of cybernetic technologies, algorithms, and artificial intelligence systems in society. – In cybernetics, cybernetic ethics addresses concerns related to privacy, autonomy, transparency, and accountability in the design, development, and deployment of cybernetic systems and autonomous agents. – Cybernetic ethics considers the ethical implications of human-computer interaction, algorithmic decision-making, and machine learning algorithms, advocating for responsible innovation, ethical design practices, and inclusive decision-making processes in the development and deployment of cybernetic technologies.– When addressing ethical issues and dilemmas arising from the use of cybernetic technologies, algorithms, and artificial intelligence systems in society. – Cybernetic ethics promotes responsible innovation, ethical design practices, and inclusive decision-making processes, making it suitable for applications in technology development, policy-making, and public discourse where addressing ethical concerns related to privacy, autonomy, transparency, and accountability is essential for promoting trust, fairness, and societal well-being.
Cybernetic Systems ThinkingCybernetic Systems Thinking applies cybernetic principles and concepts to systems thinking approaches, emphasizing feedback, self-organization, and emergence in understanding complex systems dynamics. – In cybernetics, cybernetic systems thinking explores the interplay between system elements, feedback loops, and emergent properties, highlighting the importance of dynamic interactions, adaptation, and coevolution in shaping system behavior. – Cybernetic systems thinking integrates insights from cybernetics, systems theory, and complexity science to develop holistic perspectives on system dynamics, resilience, and transformation, enabling stakeholders to address complex challenges and leverage system dynamics for innovation and sustainability.– When applying cybernetic principles and concepts to systems thinking approaches and understanding the interplay between system elements, feedback loops, and emergent properties. – Cybernetic systems thinking offers holistic perspectives on system dynamics, resilience, and transformation, making it suitable for applications in systems analysis, decision support, and policy design where understanding complex interactions, adaptation processes, and emergent phenomena is essential for addressing systemic challenges, fostering innovation, or promoting sustainability.

Connected Thinking Frameworks

Convergent vs. Divergent Thinking

convergent-vs-divergent-thinking
Convergent thinking occurs when the solution to a problem can be found by applying established rules and logical reasoning. Whereas divergent thinking is an unstructured problem-solving method where participants are encouraged to develop many innovative ideas or solutions to a given problem. Where convergent thinking might work for larger, mature organizations where divergent thinking is more suited for startups and innovative companies.

Critical Thinking

critical-thinking
Critical thinking involves analyzing observations, facts, evidence, and arguments to form a judgment about what someone reads, hears, says, or writes.

Biases

biases
The concept of cognitive biases was introduced and popularized by the work of Amos Tversky and Daniel Kahneman in 1972. Biases are seen as systematic errors and flaws that make humans deviate from the standards of rationality, thus making us inept at making good decisions under uncertainty.

Second-Order Thinking

second-order-thinking
Second-order thinking is a means of assessing the implications of our decisions by considering future consequences. Second-order thinking is a mental model that considers all future possibilities. It encourages individuals to think outside of the box so that they can prepare for every and eventuality. It also discourages the tendency for individuals to default to the most obvious choice.

Lateral Thinking

lateral-thinking
Lateral thinking is a business strategy that involves approaching a problem from a different direction. The strategy attempts to remove traditionally formulaic and routine approaches to problem-solving by advocating creative thinking, therefore finding unconventional ways to solve a known problem. This sort of non-linear approach to problem-solving, can at times, create a big impact.

Bounded Rationality

bounded-rationality
Bounded rationality is a concept attributed to Herbert Simon, an economist and political scientist interested in decision-making and how we make decisions in the real world. In fact, he believed that rather than optimizing (which was the mainstream view in the past decades) humans follow what he called satisficing.

Dunning-Kruger Effect

dunning-kruger-effect
The Dunning-Kruger effect describes a cognitive bias where people with low ability in a task overestimate their ability to perform that task well. Consumers or businesses that do not possess the requisite knowledge make bad decisions. What’s more, knowledge gaps prevent the person or business from seeing their mistakes.

Occam’s Razor

occams-razor
Occam’s Razor states that one should not increase (beyond reason) the number of entities required to explain anything. All things being equal, the simplest solution is often the best one. The principle is attributed to 14th-century English theologian William of Ockham.

Lindy Effect

lindy-effect
The Lindy Effect is a theory about the ageing of non-perishable things, like technology or ideas. Popularized by author Nicholas Nassim Taleb, the Lindy Effect states that non-perishable things like technology age – linearly – in reverse. Therefore, the older an idea or a technology, the same will be its life expectancy.

Antifragility

antifragility
Antifragility was first coined as a term by author, and options trader Nassim Nicholas Taleb. Antifragility is a characteristic of systems that thrive as a result of stressors, volatility, and randomness. Therefore, Antifragile is the opposite of fragile. Where a fragile thing breaks up to volatility; a robust thing resists volatility. An antifragile thing gets stronger from volatility (provided the level of stressors and randomness doesn’t pass a certain threshold).

Systems Thinking

systems-thinking
Systems thinking is a holistic means of investigating the factors and interactions that could contribute to a potential outcome. It is about thinking non-linearly, and understanding the second-order consequences of actions and input into the system.

Vertical Thinking

vertical-thinking
Vertical thinking, on the other hand, is a problem-solving approach that favors a selective, analytical, structured, and sequential mindset. The focus of vertical thinking is to arrive at a reasoned, defined solution.

Maslow’s Hammer

einstellung-effect
Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).

Peter Principle

peter-principle
The Peter Principle was first described by Canadian sociologist Lawrence J. Peter in his 1969 book The Peter Principle. The Peter Principle states that people are continually promoted within an organization until they reach their level of incompetence.

Straw Man Fallacy

straw-man-fallacy
The straw man fallacy describes an argument that misrepresents an opponent’s stance to make rebuttal more convenient. The straw man fallacy is a type of informal logical fallacy, defined as a flaw in the structure of an argument that renders it invalid.

Streisand Effect

streisand-effect
The Streisand Effect is a paradoxical phenomenon where the act of suppressing information to reduce visibility causes it to become more visible. In 2003, Streisand attempted to suppress aerial photographs of her Californian home by suing photographer Kenneth Adelman for an invasion of privacy. Adelman, who Streisand assumed was paparazzi, was instead taking photographs to document and study coastal erosion. In her quest for more privacy, Streisand’s efforts had the opposite effect.

Heuristic

heuristic
As highlighted by German psychologist Gerd Gigerenzer in the paper “Heuristic Decision Making,” the term heuristic is of Greek origin, meaning “serving to find out or discover.” More precisely, a heuristic is a fast and accurate way to make decisions in the real world, which is driven by uncertainty.

Recognition Heuristic

recognition-heuristic
The recognition heuristic is a psychological model of judgment and decision making. It is part of a suite of simple and economical heuristics proposed by psychologists Daniel Goldstein and Gerd Gigerenzer. The recognition heuristic argues that inferences are made about an object based on whether it is recognized or not.

Representativeness Heuristic

representativeness-heuristic
The representativeness heuristic was first described by psychologists Daniel Kahneman and Amos Tversky. The representativeness heuristic judges the probability of an event according to the degree to which that event resembles a broader class. When queried, most will choose the first option because the description of John matches the stereotype we may hold for an archaeologist.

Take-The-Best Heuristic

take-the-best-heuristic
The take-the-best heuristic is a decision-making shortcut that helps an individual choose between several alternatives. The take-the-best (TTB) heuristic decides between two or more alternatives based on a single good attribute, otherwise known as a cue. In the process, less desirable attributes are ignored.

Bundling Bias

bundling-bias
The bundling bias is a cognitive bias in e-commerce where a consumer tends not to use all of the products bought as a group, or bundle. Bundling occurs when individual products or services are sold together as a bundle. Common examples are tickets and experiences. The bundling bias dictates that consumers are less likely to use each item in the bundle. This means that the value of the bundle and indeed the value of each item in the bundle is decreased.

Barnum Effect

barnum-effect
The Barnum Effect is a cognitive bias where individuals believe that generic information – which applies to most people – is specifically tailored for themselves.

First-Principles Thinking

first-principles-thinking
First-principles thinking – sometimes called reasoning from first principles – is used to reverse-engineer complex problems and encourage creativity. It involves breaking down problems into basic elements and reassembling them from the ground up. Elon Musk is among the strongest proponents of this way of thinking.

Ladder Of Inference

ladder-of-inference
The ladder of inference is a conscious or subconscious thinking process where an individual moves from a fact to a decision or action. The ladder of inference was created by academic Chris Argyris to illustrate how people form and then use mental models to make decisions.

Goodhart’s Law

goodharts-law
Goodhart’s Law is named after British monetary policy theorist and economist Charles Goodhart. Speaking at a conference in Sydney in 1975, Goodhart said that “any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes.” Goodhart’s Law states that when a measure becomes a target, it ceases to be a good measure.

Six Thinking Hats Model

six-thinking-hats-model
The Six Thinking Hats model was created by psychologist Edward de Bono in 1986, who noted that personality type was a key driver of how people approached problem-solving. For example, optimists view situations differently from pessimists. Analytical individuals may generate ideas that a more emotional person would not, and vice versa.

Mandela Effect

mandela-effect
The Mandela effect is a phenomenon where a large group of people remembers an event differently from how it occurred. The Mandela effect was first described in relation to Fiona Broome, who believed that former South African President Nelson Mandela died in prison during the 1980s. While Mandela was released from prison in 1990 and died 23 years later, Broome remembered news coverage of his death in prison and even a speech from his widow. Of course, neither event occurred in reality. But Broome was later to discover that she was not the only one with the same recollection of events.

Crowding-Out Effect

crowding-out-effect
The crowding-out effect occurs when public sector spending reduces spending in the private sector.

Bandwagon Effect

bandwagon-effect
The bandwagon effect tells us that the more a belief or idea has been adopted by more people within a group, the more the individual adoption of that idea might increase within the same group. This is the psychological effect that leads to herd mentality. What in marketing can be associated with social proof.

Moore’s Law

moores-law
Moore’s law states that the number of transistors on a microchip doubles approximately every two years. This observation was made by Intel co-founder Gordon Moore in 1965 and it become a guiding principle for the semiconductor industry and has had far-reaching implications for technology as a whole.

Disruptive Innovation

disruptive-innovation
Disruptive innovation as a term was first described by Clayton M. Christensen, an American academic and business consultant whom The Economist called “the most influential management thinker of his time.” Disruptive innovation describes the process by which a product or service takes hold at the bottom of a market and eventually displaces established competitors, products, firms, or alliances.

Value Migration

value-migration
Value migration was first described by author Adrian Slywotzky in his 1996 book Value Migration – How to Think Several Moves Ahead of the Competition. Value migration is the transferal of value-creating forces from outdated business models to something better able to satisfy consumer demands.

Bye-Now Effect

bye-now-effect
The bye-now effect describes the tendency for consumers to think of the word “buy” when they read the word “bye”. In a study that tracked diners at a name-your-own-price restaurant, each diner was asked to read one of two phrases before ordering their meal. The first phrase, “so long”, resulted in diners paying an average of $32 per meal. But when diners recited the phrase “bye bye” before ordering, the average price per meal rose to $45.

Groupthink

groupthink
Groupthink occurs when well-intentioned individuals make non-optimal or irrational decisions based on a belief that dissent is impossible or on a motivation to conform. Groupthink occurs when members of a group reach a consensus without critical reasoning or evaluation of the alternatives and their consequences.

Stereotyping

stereotyping
A stereotype is a fixed and over-generalized belief about a particular group or class of people. These beliefs are based on the false assumption that certain characteristics are common to every individual residing in that group. Many stereotypes have a long and sometimes controversial history and are a direct consequence of various political, social, or economic events. Stereotyping is the process of making assumptions about a person or group of people based on various attributes, including gender, race, religion, or physical traits.

Murphy’s Law

murphys-law
Murphy’s Law states that if anything can go wrong, it will go wrong. Murphy’s Law was named after aerospace engineer Edward A. Murphy. During his time working at Edwards Air Force Base in 1949, Murphy cursed a technician who had improperly wired an electrical component and said, “If there is any way to do it wrong, he’ll find it.”

Law of Unintended Consequences

law-of-unintended-consequences
The law of unintended consequences was first mentioned by British philosopher John Locke when writing to parliament about the unintended effects of interest rate rises. However, it was popularized in 1936 by American sociologist Robert K. Merton who looked at unexpected, unanticipated, and unintended consequences and their impact on society.

Fundamental Attribution Error

fundamental-attribution-error
Fundamental attribution error is a bias people display when judging the behavior of others. The tendency is to over-emphasize personal characteristics and under-emphasize environmental and situational factors.

Outcome Bias

outcome-bias
Outcome bias describes a tendency to evaluate a decision based on its outcome and not on the process by which the decision was reached. In other words, the quality of a decision is only determined once the outcome is known. Outcome bias occurs when a decision is based on the outcome of previous events without regard for how those events developed.

Hindsight Bias

hindsight-bias
Hindsight bias is the tendency for people to perceive past events as more predictable than they actually were. The result of a presidential election, for example, seems more obvious when the winner is announced. The same can also be said for the avid sports fan who predicted the correct outcome of a match regardless of whether their team won or lost. Hindsight bias, therefore, is the tendency for an individual to convince themselves that they accurately predicted an event before it happened.

Read Next: BiasesBounded RationalityMandela EffectDunning-Kruger EffectLindy EffectCrowding Out EffectBandwagon Effect.

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