Knowledge and experience leads to better decisions?
The reason for the rise of experienced employees is obvious: knowledge and experience suggest faster and above all better decisions. A plausible, but often wrong assumption.
Often, experience increases the risk of falling into certain minds that can reduce the quality of decisions. For example, trust in one's own decisions increases with experience.
Important information is ignored
The subjective certainty of deciding rightly increases. The result is that decisions are made faster, that information available is ignored or reduced in its meaning, and fewer precautions are taken against the consequences of mistakes.
This can have serious consequences. Thus medical misdiagnosis of doctors with excessive self-confidence cost almost daily human life. But experience does not only involve risks, it can also protect against mistakes in decisions.
Knowledge alone does not protect
Thinking traps are a consequence of how we perceive, think, learn and feel. They result from our psychic processes. As a rule, we are not aware of these processes, which is why it is usually not recognizable in everyday life when we maneuver ourselves into a thought trap.
Knowing the phenomena of planning error and control illusion, and knowing that people systematically surpass themselves, does not protect against these thinking. What do they think they are good at in their job? My guess is that most people rate themselves as average to above-average. What influence do you have on your work results? Most probably assume a large to complete influence.
When was the last time you did something new?
Then, please consider what impact your supervisor and their clients have on their actions and the evaluation of their work results. What do you think about how much you are an expert in your field of work?
Then ask yourself, when did you last try a new approach, a new approach, although they were skeptical. In order to recognize and to avoid these, we must always actively question ourselves and our actions.
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