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Bias in Organisaties En Verandering

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Bias in Organisaties En Verandering Bias in organisaties en verandering Introductie Volgens de psycholoog en Nobelprijswinnaar Economie Daniel Kahneman zijn er patronen te herkennen in denkfouten die mensen maken. Deze zijn vaak verbonden met intuïtieve vooringenomenheden, neigingen of biases. In dit artikel worden diagnostische termen aangereikt voor deze biases met betrekking tot de belangrijke processen van besluitvorming en samenwerking in organisaties en bij verandering. Titel : Bias in organisaties en verandering Auteurs : Steven ten Have en Cornell Vernooij Verschenen in : Holland Management Review (HMR 194, november-december 2020) Publicatiedatum : 14-12-2020 Tags : verandering Geselecteerd door : Cornell Vernooij ([email protected]) op 16-12-2020 Dit artikel/hoofdstuk is afkomstig uit Holland Management Review. Het auteursrecht is voorbehouden. De publicatie is bestemd voor eigen gebruik. Het is niet de bedoeling dit op commerciële basis verder te verspreiden. Neem in dat geval contact op met de uitgever, Mediawerf Uitgevers, www.mediawerf.nl. E-mailadres: [email protected]. 44 HOLLAND MANAGEMENT REVIEW SAIB JIB GARDEG NE SEITASINAGRO NI GNIREDNAREV NI SEITASINAGRO Steven ten Have, Cornell Vernooj, Maarten Hendriks, Wouter ten Have en Judith Stujt VERANDERING Het menseljk denken is niet louter rationeel; het wordt gekenmerkt door tal van biases of vertekeningen. Die beïnvloeden ook het denken over organisaties en veranderingsprocessen. Biases zjn echter niet aleen maar negatief. Het is zinvol om te begrjpen welke soorten biases zich bj medewerkers kunnen voordoen, en wat die vertekeningen kunnen betekenen voor verandering in een organisatie. Ondernemingen en instelingen worden verondersteld discussie. Kahneman legt de nadruk op stelselmatige vanuit hun purpose – hun economische of maatschap- fouten en veronderstelt herkenbare patronen in denk- peljke opdracht – doelgericht, doelmatig en doelbe- fouten die mensen maken. Deze zjn vaak verbonden wust te presteren en waar nodig te veranderen (Bower, met intuïtieve vooringenomenheden of biases. 2000). Om dat daadwerkeljk te kunnen doen, heet een Als voorbeeld geet Kahneman het halo-efect: een organisatie behalve toevalige en gunstige omstandig- bepaalde positieve kwaliteit, een knap uiterljk bjvoor- heden ook een zekere richting en eigen capaciteiten beeld, wekt de suggestie dat de betrefende persoon ook nodig. Vanuit de organisatiekunde is in relatie tot die over andere positieve kwaliteiten beschikt, zoals intel- richting ‘besluitvorming’ een kernbegrip; gaat het om ligentie of sociale vaardigheden.1 Dit halo-efect doet capaciteit, dan is ‘samenwerking’ zo’n kernbegrip. zich eveneens voor in relatie tot organisaties (Rosen- Voor zowel besluitvorming als samenwerking is het zweig, 2007). Zeer goed presterende ondernemingen, fenomeen ‘bias’ van belang. Bias – vertekening, voor- zoals Google, wordt dan ook een briljante strategie of oordeel, vanuit hokjes denken – speelt een belangrjke uitmuntend leiderschap toegedicht – terwjl dat nog rol in het werk van de psycholoog Daniel Kahneman, niet per se is vastgesteld. Kahneman (2011) benadrukt die in 2002 de Nobelprjs voor Economie kreeg. Met dat de beschikbaarheid van diagnostische termen voor zjn bestseler Ons onfeilbare denken (Kahneman, 2011) dit soort al te menseljke neigingen het gemakeljker stelt hj het traditionele rationele beslissingsmodel ter maakt ze te voorspelen, te herkennen en te begrjpen. 194 / NOVEMBER-DECEMBER 2020 45 Beeld: Igor Kisselev Wat kunnen organisaties hebben aan inzicht in biases, zamenljk beelden vormt ten aanzien van het eigen die zich immers ook bj werknemers zulen manifeste- functioneren en dat van andere individuen of andere ren? In dit artikel wilen we diagnostische termen aan- groepen. Een ander voorbeeld van bias is het ingroup- reiken voor de door Kahneman bedoelde neigingen en outgroup efect (zie kader). Denk aan een verkoopaf- biases in relatie tot organisaties en veranderingen. deling en een productieafdeling die elkaar op deze (Zie steeds het kader ‘Soorten biases’ voor omschrj- manier bezien; dat gaat al snel ten koste van de onder- vingen van de genoemde neigingen of vertekenin- linge samenwerking. gen.2) We zulen die biases met voorbeelden betreken op de belangrjke processen van besluitvorming en samenwerking. ‘NEGATIEVE BIAS TEN AANZIEN VAN BIAS’ Eenheid in een groep, van elkaar leren en zich onder- SUBJECTIEVE REALITEIT ling aan elkaar aanpassen vormen belangrjke basis- elementen voor het overleven, functioneren en pres- Weick (1979, p. 42) omschrjt een organisatie als ‘a teren van groepen. Er zit ook een positieve kant aan body of thought, thought by thinking thinkers’. Vanuit biases als product van en factor in biologische en so- dit perspectief is een organisatie geen stabiele, ob- ciale processen. We moeten dan ook niet aleen maar jectief bepaalde eenheid, maar juist een dynamisch, negatief kjken naar biases. Het ljkt verstandig(er) (inter)subjectief bepaald fenomeen. Vanuit hun eigen om biases op een genuanceerde, waarderende en even- waarnemingen ontwikelen leden van organisaties en wichtige wjze te bezien en te ‘hanteren’. Als biases (sub)groepen in samenwerkingsverbanden hun eigen negatief zjn, heet dat vooral te maken met eenzjdig subjectieve of intersubjectieve sociale realiteit. In het doorschieten (groupthink). Of met het achterhaald dan geval van besluitvorming zjn biases in negatieve zin wel niet langer functioneel zjn van ooit nutige routi- cognitieve fouten. Die komen voort uit bewust of on- nes en mechanismen – de evolutionaire resten diep in bewust werkende irrationele denkprocessen. ons brein (Vroon, 1989). Een bekend voorbeeld is groupthink (Janis, 1972). Dat Biases kunnen het resultaat zjn van autonome re- fenomeen treedt op als een groep met een sterke sociale deneringen van een individu of van groepsprocessen cohesie zich voor ales richt op de waarin bjvoorbeeld conformisme, onderlinge eenheid en eensgezind- sociaal leren en sociale besmeting heid, dit ten koste van zelfrelectie, VOOR ZOWEL zich voordoen. Maar biases kunnen zelkritiek en een goede evaluatie BESLUITVORMING ALS ook hun grondslag vinden in biolo- van alternatieven en relevante fei- SAMENWERKING IS HET gische en evolutionaire processen ten die afwjken van de gekozen FENOMEEN BIAS VAN (Vroon, 1989). Daarmee zjn ze niet koers. Een bekend voorbeeld van BELANG aleen ‘gegeven’, maar ook ‘bewe- groupthink is de beslissing van de zen’; biases hebben een functie ten Amerikaanse president John F. Ken- positieve (gehad).3 nedy in 1961 om na overleg met een kleine groep nabje De belangrjkste vertalingen van bias ilustreren de adviseurs het groene licht te geven voor een invasie in ‘negatieve bias ten aanzien van bias’; behalve ‘neiging’ Cuba met als doel Fidel Castro af te zeten. De besluit- zjn dit ‘vooringenomenheid’ en ‘vooroordeel’. Biases vorming die leidde tot dit ‘Varkensbaai-incident’ bleek kunnen echter, als biologisch of sociaal gefundeerde achteraf veel te onrealistisch en positief te zjn geweest. bundelingen van kennis en ervaring, ook positieve ef- De 1400 ingezete Cubaanse balingen moesten zich al fecten hebben. Ze kunnen bjdragen aan eiciëntie, snel overgeven aan het Cubaanse leger. snelheid, pragmatisme, risicobeheersing, verklaren, Bj samenwerking in organisaties gaat het vooral voorspelen en beheersen, consistentie en vasthou- over de wjze waarop men zich individueel of ge- dendheid voor organisaties en voor organisatieveran- 46 HOLLAND MANAGEMENT REVIEW dering. Het is bjvoorbeeld ondoenljk voor een mens Backire efect – Vasthouden aan evident onjuiste of om ale dageljkse informatie goed te verwerken. Dan onhoudbare standpunten is het zaak te zoeken naar manieren om informatie Bandwagon bias – Anderen geloven of hun voorbeeld goed te selecteren; een positieve variant van de selec- volgen, vooral als zj sociaal relevant zjn tion bias helpt daarbj. Framing kan als bias tegenwer- Base rate falacy – Generieke of algemene informatie, ken. Maar het kan ook stimulerend werken, door men- die zeer relevant kan zjn, geheel of deels negeren sen een duideljk streebeeld met de voordelen van een Cognitieve dissonantie – Tegenstrjdige overtuigin- aanstaande organisatieverandering te geven. gen en cognities hanteren (recht praten wat krom is) Chignell4 stelt dat het moeilijk, of zelfs onmogelijk, Conirmation bias – Nadruk leggen op informatie die kan zijn om mensen in organisaties over te halen mee de eigen initiële mening en overtuigingen bevestigt te gaan in een plan of concept – zelfs wanneer er voor Conservatism bias – Ondanks nieuw ‘tegenbewjs’ die mensen zelf duidelijke voordelen of opbrengsten vasthouden aan eigen overtuigingen aan verbonden zijn. Het begrijpen van hun cogniti- Continued inluence efect – Vasthouden aan informa- eve biases vergroot volgens Chignell de kans op suc- tie die door feiten is gecorrigeerd of weerlegd cesvolle beïnvloeding. Als voorbeeld noemt hij het Courtesy bias – Zich sociaal wenseljk opstelen om gebruik van de outcome bias. De (beoogde) opbrengst anderen niet voor het hoofd te stoten van een veranderingsproces kan ‘hoogwaardig’ zijn Current moment bias – Keuzen maken voor het ‘nu’ in de vorm van een meer klantgerichte en maatsch- zonder oog voor (gevolgen in) de toekomst appelijk verantwoorde organisatie. Dat vooruitzicht Curse of knowledge – Als je iets weet, kun je niet doen kan sommige betrokken medewerkers ertoe brengen alsof je het niet weet om het gewenste gedrag te gaan vertonen omdat zij Denial bias – Positieve kjk op het verleden, negatieve begrijpen dat hun dan een hogere materiële
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