Teamwork can be incredibly effective, leading teams to generate more ideas and achieve superior outcomes compared to individuals. But sometimes teamwork is hindered by unconscious psychological tendencies (or cognitive biases) that affect our perception of team members and their behavior. In this blog post, we will delve deeper into three of these cognitive biases that influence our perception of our teammates and provide strategies to actively counteract them. By becoming aware of and addressing these biases, we can enhance teamwork and collaboration.
Stereotyping
Problem: One of the most well-known cognitive biases that affect our perception of team members is stereotyping.
Stereotyping occurs when our judgments about others are influenced by implicit associations related to identity characteristics, such as gender, race, age, and disability.
Not only can stereotypes be incorrect and harmful, but they can also be limiting. Research on stereotype threat, for instance, has demonstrated that when women are led to believe that they will underperform compared to men on a math test, that is precisely what happens. When another group of women is led to believe that men and women perform equally well on the test, however, the gender differences in performance are wiped out (Spencer, Steele, & Quinn, 1999).
Solution: Develop Awareness.
To combat stereotyping, the first crucial step is recognizing its existence within us.
We all possess implicit assumptions about what certain characteristics imply about a person’s abilities or behavior. Challenge your biases by asking yourself whether you would have made the same judgment about someone (or their actions) if they had different characteristics.
Though social scientists disagree on whether awareness alone is sufficient to reduce stereotyping, developing awareness is considered a key first step in unlearning automatic biases (Rudman & Gary, 2001).
The Halo Effect
Problem: The halo effect is a cognitive bias that occurs when our overall impression of a person influences how we view their specific traits and behaviors (Nisbett & Wilson, 1977).
The halo effect manifests when people assume that people who are physically attractive or confident also possess other socially desirable traits, such as intelligence and competence.
This can be problematic in teams because it might mean that we are more compelled by one person’s ideas than another’s–not because they have a better idea, but because we like them as a person. This is not to say that confidence is not good. In fact, it can be very valuable for establishing rapport and credibility with your audience. But while confidence can be valuable in various contexts, it is a poor metric for evaluating the quality and potential of ideas.
Solution: Evaluate objectively.
To reduce the impact of the halo effect, focus on objective evidence and metrics when evaluating team members’ contributions.
When providing feedback for a team member, encourage yourself to assess individuals based on concrete evidence of their performance and abilities, rather than superficial traits like confidence.
When evaluating someone’s ideas, consider objective measures of risk and potentially using data-driven assessments to evaluate. Jian Li. et al. (2020) demonstrated that analytic thinking can reduce the impact of the halo effect.
Fundamental Attribution Error
Problem: The fundamental attribution error is a cognitive bias that involves people believing that their own shortcomings are situational while attributing the shortcomings of others to innate characteristics (Granot & Balcetis, 2013).
This is often due to the additional context we have about our own lives but lack for others.
For instance, if we are late to a meeting, we know that it is because the morning traffic was uncharacteristically bad due to an accident. But if Andrew is late for the same reason, we lack that context and instead infer that it is because he is bad at time management or lazy. This bias can lead to misunderstandings and misjudgments that negatively impact team morale.
Solution: Practice Empathy and Seek Information.
To overcome the attribution error, cultivate empathy and seek additional information about your team members.
Recognize that everyone has their own unique circumstances and challenges that may affect their behavior.
Instead of jumping to conclusions, communicate openly to better understand the reasons behind certain actions or decisions. Be willing to offer support and guidance when needed rather than making assumptions about a team member’s traits or intentions.
Teams have the potential to be highly effective, but cognitive biases can hinder collaboration and lead to misunderstandings among team members.
By acknowledging and actively addressing biases such as
stereotyping, the halo effect, and the fundamental attribution error,
we can promote a more inclusive and productive team environment.
Encourage a culture of awareness, evidence-based evaluation, and open communication to maximize the morale and productivity of your team.
Columnist: Carlos Rebollar