Loss avoidance When analysing risk most of us have a natural tendancy to stick with what we already have rather than what we could possibly get. This makes delivering change in organisations very difficult as we tend to see change as losing something rather than gaining something new. Find out your own loss avoidance level and how to overcome this with Everlearn.
Confirmation bias I am sure you all have a preferred newspaper, blog or news source and don’t tend to change your preferences often. This sneaky cognitive bias means we only seek out things that support our beliefs rather than challenge them, affecting our decision making at all levels and leading us to make bad management decisions.
Motivation People work harder, are more creative and make better decisions when they are intrinsically motivated, rather than externally incentivised. Learn the simple tricks for incentivising your staff using the best new research for engaged individuals and teams in your business. We promise you’ll never need to look at Maslow’s Heirarchy of Needs again.
Crowd sourcing Under certain conditions, the decisions made by a group, when properly aggregated, are more correct than the decisions made by experts, even Everlearn experts! Find out how to utilise the combined wisdom of your staff to improve your business.
Social proof Everyone likes to be part of the group and we unconsciously modify our own thoughts and opinions to be more like the opinions of the group we want to be part of. Understanding this fact means we can craft powerful messages that help to persuade and influence staff and customers.
Social loafing Something strange happens when we add more members to a team or project group, the amount of work completed stays the same as all the people in the original team do slightly less to compensate for the new person. Remember this next time a manager tells you the problem is they need more staff.
Groupthink This is the tendency for groups of people who share similar views and backgrounds to make very bad decisions, a pheneomenon also known as risky shift. This insidious group effect has been blamed for everything from Bay of Pigs invasion to the war in Iraq; so choose your team members carefully.
Choice architecture Related to nudges, choice architecture explores how customers and staff make decisions and examines the effect of choice overload and how too much choice makes us unhappy and unproductive. Choice architecture shows us how we can adapt our systems and processes to improve decision making, with enormous implications for how we design advertisments, products, forms and questionnaires.
Nudges These are small changes to the environment that effect behaviour; for instance, putting a potted plant in a room where you want staff to be creative leads to more and better ideas, as does putting people in a room with high ceilings. The impact of our immediate environment can have a huge influence on health, mood and stress reduction among many things.
Statistical control charts A powerful statistical method , borrowed from lean thinking, of analysing business processes to understand the source of problems in your organisation and how these contribute to cultures of poor performance and behaviour.
Role analysisNobody likes a role play but everyone seems happy to have a job role; unfortunately what was meant to clarify and categorise employees’ endeavours becomes a means for controlling staff and avoiding responsibility. Find out how your job roles can be made more customer focused and add value to your organisation.