Heuristics and cognitive distortions: The damage and the solutions.
Getting On Top Of Cognitive Banana Skins
In psychology, heuristics are simple mental shortcuts or rules of thumb used for decision-making and problem-solving. Along with thinking distortions, these cognitive phenomena have a big impact on our lives.
In this article:
Distorted reality
More information on the availability heuristic
Like many things in life, heuristics come with pros and cons. We are constantly bombarded with masses of information. Heuristics are a way to cope with what otherwise would be an unmanageable mental load. However, these cognitive shortcuts can leave us prone to various biases and psychological difficulties (e.g., ignorance).
We can't eliminate these cognitive quirks, but we can minimise their negative impact for improved performance and well-being.
There are many heuristics and cognitive biases. I've summarised a few under four categories:
Availability and selection of information
Decision-making context
Making predictions
Creating false links
Availability heuristic and selective abstraction
One set of biases reflects the tendency to be disproportionately influenced by information at either end (early and late) of the decision-making process. This phenomenon manifests as 'anchoring' and 'recency effect' biases.
Perhaps not surprisingly, we are also heavily influenced by information that is readily accessible. Particularly memorable (good and bad) or 'salient' events underpin the 'availability heuristic'.
Example
Part of your job is to make 'influencing calls' to key stakeholders in the business. On one particular day, you make around a dozen calls. However, you gauge your performance on the first and last call, along with a conversation your manager joined.
Affinity bias and decision-making context: Confirmation and simplifying
Our brains operate under the constraint of a 'confirmation bias'. This phenomenon focuses attention on information that backs up existing beliefs. The selection of particular pieces of information is also called 'filtering'.
Example
Following a work social event, you focus on perceived mistakes made during conversations (e.g., stuttering, mind going blank). This filtering occurs despite having no difficulties generating conversation topics, remembering all the names of those attending, and telling a few hilarious jokes. This filtering is consistent with believing your social skills are poor.
'Simplification' is the practice of over-simplifying a problem to deal with complexity. This practice can include creating false dichotomies (e.g., 'people either love it or hate it'). These cognitive processes are often behind 'all-or-nothing thinking' (e.g., 'It will be brilliant or a total disaster').
Example
You elect to evaluate your performance in a complex role according to a single outcome measure. Specifically, completing all daily to-do list items. Failing to achieve this goal leads to the conclusion that you are incompetent.
Making predictions: Optimism, pessimism, and ignoring base rates
The optimism bias is the underlying tendency to overestimate the probability of positive events, while underestimating adverse ones. We see this play out in everything from impaired decision-making by executives, to an individual believing cancer happens only to other people.
By contrast, we can have a pessimism bias that contributes to 'catastrophising' the outcomes of events. Catastrophising can also involve predicting the future ('fortune telling').
'Base rate estimation bias' is the practice of constructing probabilities from specific examples (or information) rather than base rates (statistics) from large groups/populations.
Example
In preparing for an important work conference, you keep thinking to yourself 'This will be a total disaster'. Not only do you engage in this catastrophising and fortune-telling, you focus on the two poorly-organised conferences out of the 50 or 60 you've attended that ran smoothly.
Distorted reality: Creating false links
We make 'errors in logic' when a person makes illogical connections between concepts, events, behaviours, etc.
These mistakes come in many forms. 'Emotional reasoning' uses emotional states as 'evidence' of a belief or assumption. Alternatively, 'magical thinking' is the process of making impossible connections to explain events.
Example
I feel like a failure, therefore I MUST be a failure (emotional reasoning).
If I think about him having a car accident, he will have an accident (magical thinking).
Something terrible will happen if I acknowledge life is going well (magical thinking).
A response to bias
Heuristics and biases can only be managed, not eliminated. There's no software update coming for your neural network. But, having a clear management plan can bring real benefits for your decision-making at work, and in life.
Here's my five-step plan of attack. Consider writing this up in table form with each step representing a column:
Step 1
What is my prediction or explanation?
Record a prediction or detail you wish to examine IN SPECIFIC DETAIL. A vague account will not help.
Not great- 'Something bad is going to happen'
Much better- 'Gina will hate my restructuring plan and think I don't have sufficient skill to perform this role'.
Step 2
What information have I used to make my prediction or evaluation?
Predictions and explanations do not appear from thin air. Reflect on what information has been fed into the process. Again, detail is your friend.
Step 3
Are there any issues with this information?
This stage involves considering the quality and relevance of the information listed in step 2. Look for biases and heuristics as listed in this article.
Step 4
What information do I need for a more informed decision, explanation, or prediction?
If the quality-control process of step 3 raises red flags, you now devise an optimal response. Do you need additional information? Do I need to challenge biases uncovered in step 3?
Step 5
When do I need to update and/or review?
Reflection and review are essential to maximise learning. Decide on a logical point at which to update an explanation or prediction. The right time might be right after step 4. Alternatively, you may need to gather additional information or try something out before performing step 5.
Summary
A lot happens when we process information and attempt to explain and predict the world around us. We all use heuristics and fall prey to cognitive biases. But, with some active analysis and reflection, we can significantly reduce the negative impact of these processes.
Read about other cognitive processes:
Further reading:
Daniel Kahneman’s book ‘Thinking Fast and Slow’
Many good CBT books like this one provide information on cognitive distortions and psychological distress.
This book by Kevin Dutton provides a useful perspective on ‘black and white thinking’.
We are Coaching & Clinical Psychologists with extensive experience helping people conquer a range of wellbeing and performance issues at home and in the workplace. We can also help with cognitive distortions. Read more about our work, watch practical skills videos or browse other articles. Get in touch anytime.