Abstract for: How biases play out in teams: A dynamic perspective
While the need to recognize and address decision biases in organizations has been established, when and how decision biases are recognized and addressed remains unclear. We explore the link between identifying and addressing decision biases using a case study based on action research. By summarizing and analyzing our data using causal loop diagrams, we identified a pattern of organizational routines that enables the bias to take shape and entrench itself. The emphasis on results, especially on early or immediate results, often creates the context for managers to get entrenched in behaviors based on such biases - and when not addressed in a timely manner, results in worse results. We discuss the implications for research on the dynamics associated with decision biases.