Trust Your Gut : Should You Trust Your Gut?

Trust Your Gut : Should You Trust Your Gut?

Trust Your Gut : Should You Trust Your Gut? Let’s say you’re interviewing a new applicant for a job and you feel something is off. You can’t quite put your finger on it, but you’re a bit uncomfortable with this person. She says all the right things, her resume is great, she’d be a perfect hire for this job — except your gut tells you otherwise. Should you go with your gut?

In such situations, your default reaction should be to be suspicious of your gut. Research shows that job candidate interviews are actually poor indicators of future job performance.

Unfortunately, most people tend to trust their gut over their head and give jobs to people they like and perceive as part of their in-group, rather than simply the most qualified applicant. 

In other situations, however, it actually does make sense to rely on gut instinct to make a decision. Yet research on decision-making shows that most people don’t know when to rely on their gut and when not to do so. 

The reactions of our gut are rooted in the more primitive, emotional and intuitive part of our brains that ensured survival in our ancestral environment. Tribal loyalty and immediate recognition of friend or foe were especially useful for thriving in that environment.

In modern society, however, our survival is much less at risk. Our gut is more likely to compel us to focus on the wrong information to make decisions in the workplace and other areas.

For example, is the job candidate mentioned above similar to you in race, gender, socioeconomic background? Even seemingly minor things like clothing choices, speaking style and gesturing can make a big difference in determining how you evaluate another person. 

Our brains tend to fall for the dangeroud judgment error known as the “halo effect,” which causes some characteristics we like and identify with to cast a positive “halo” on the rest of the person, and its opposite the “horns effect,” in which one or two negative traits change how we view the whole. The halo effect and horns effect are two of many dangerous judgment errors, which are mental blindspots resulting from how our brain is wired that scholars in cognitive neuroscience and behavioral economics call cognitive biases. We make these mistakes not only in work, but also in other life areas, for example in our shopping choices, as revealed by a series of studies done by a shopping comparison website.

Fortunately, recent research in these fields shows how you can use pragmatic strategies to address these dangerous judgment errors, whether in your professional life, your relationships, or other life areas

You need to evaluate where cognitive biases are hurting you and others in your team and organization. Then, you can use structured decision-making methods to make “good enough” daily decisions quickly; more thorough ones for moderately important choices; and an in-depth one for truly major decisions.

Such techniques will also help you implement your decisions well, and formulate truly effective long-term strategic plans. In addition, you can develop mental habits and skills to notice cognitive biases and prevent yourself from slipping into them.

For example, you need to remember that just because a person is similar to you does not mean she will be the best employee. The research is clear that our intuitions often don’t serve us well in making the best hiring decisions. Such reliance on intuition is especially harmful to workplace diversity and paves the path to bias in hiring, including in terms of race, disability, gender and sex.

Despite the numerous studies showing that structured interventions are needed to overcome bias in hiring, unfortunately business leaders and HR personnel tend to over-rely on unstructured interviews and other intuitive decision-making practices. Due to our overconfidence bias, a tendency to evaluate our decision-making abilities as better than they are, leaders often go with their guts on hires and other business decisions rather than use analytical decision-making tools that have demonstrably better outcomes.

A good fix is to note the ways in which the applicant is different from you, and give them “positive points” for it. Alternatively, create structured interviews with a set of standardized questions asked in the same order to every applicant.

Let’s take a different situation. Say you’ve known a business colleague for many years, collaborated with her on a wide variety of projects and have an established relationship. 

Imagine yourself having a conversation with her about a potential collaboration. For some reason, you feel less comfortable than usual. Most likely, your intuitions are picking up subtle cues about something being off.

Maybe it’s nothing. Maybe that person is having a bad day or didn’t get enough sleep the night before.

However, that person may also be trying to pull the wool over your eyes. When people lie, they behave in ways that are similar to other indicators of discomfort, anxiety and rejection, and it’s really hard to tell what’s causing these signals.

Overall, this is a good time to take your gut reaction into account and be more suspicious than usual.

The gut is vital in our decision-making to help us notice when something might be amiss in well-established relationships. Yet in most situations when we face significant decisions about workplace relationships, we need to trust our head cmore than our gut in order to make the best decisions.

Trust Your Gut : Should You Trust Your Gut? Written by Dr. Gleb Tsipursky who is an internationally-renowned thought leader in future-proofing and cognitive bias risk management. He serves as the CEO of the boutique future-proofing consultancy Disaster Avoidance Experts, which specializes in helping forward-looking leaders avoid dangerous threats and missed opportunities. A best-selling author, he wrote Never Go With Your Gut: How Pioneering Leaders Make the Best Decisions and Avoid Business Disasters (Career Press, 2019), The Blindspots Between Us: How to Overcome Unconscious Cognitive Bias and Build Better Relationships (New Harbinger, 2020), and Resilience: Adapt and Plan for the New Abnormal of the COVID-19 Coronavirus Pandemic (Changemakers Books, 2020). His writing was translated into Chinese, Korean, German, Russian, Polish, and other languages. His cutting-edge thought leadership was featured in over 550 articles and 450 interviews in prominent venues. They include FortuneUSA TodayInc. MagazineCBS NewsTimeBusiness InsiderGovernment ExecutiveThe Chronicle of PhilanthropyFast Companyand elsewhere. His expertise comes from over 20 years of consultingcoaching, and speaking and training for mid-size and large organizations ranging from Aflac to Xerox. It also comes from his research background as a behavioral scientist with over 15 years in academia, including 7 as a professor at Ohio State University. Contact him at Gleb[at]DisasterAvoidanceExperts[dot]com, follow him on LinkedIn, Twitter @gleb_tsipursky, Instagram @dr_gleb_tsipursky, Medium @dr_gleb_tsipurskyFacebookYouTube, and RSS, and get a free copy of the Assessment on Dangerous Judgment Errors in the Workplace by signing up for his free Wise Decision Maker Course.

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