On choice-supportive bias and the need for paranoid optimism
In cognitive science, choice-supportive bias is the tendency to view decisions you have made in the most favorable light. Essentially, we are all hardwired to subconsciously reinforce decisions we have made. We tend to retroactively ascribe positive characteristics to our selections, allowing us to actually strengthen our conviction after the point of decision. This is why we become more resolute in our positions after the initial choice is made.
In corporate culture, this is a powerful driver behind corporate conviction. But in rapidly-shifting landscapes, it can be a dangerous mindset. Consistently finding reasons to reinforce a decision can insulate companies from other feedback that might otherwise initiate a different response. A more productive mindset, especially for companies experiencing rapid evolution, is paranoid optimism.
The need for choice-supportive bias
Choice-supportive bias can actually be a powerful unifier in companies for whom the right path is not immediately obvious. Throughout most of the high-tech space, strategic direction is murky at best. Direction tends to be argued internally before some rough consensus is reached. But even then, the constantly changing technology that surrounds solutions in high-tech means that it can be difficult to stage a lasting rally around a particular direction.
Failing some Continue reading