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BD Insights Series Publication
PUBLISHED
COMING Oct 27
PUBLISHED
From Manager to Detective: Why Recurring Errors Point to Design Problems, Not People Problems
The employee made the error. The system made that error predictable. When the same mistake appears across competent people, locations, and time, the decision environment deserves investigation.
Read the full article:
From Manager to Detective: Why Recurring Errors Point to Design Problems, Not People Problems
The employee made the error. The system made that error predictable. When the same mistake appears across competent people, locations, and time, the decision environment deserves investigation.
Read the full article:
PUBLISHED
COMING Oct 27
PUBLISHED
Before You Nudge, Diagnose the Decision: What kind of decision are we designing for?
In the last installment in the series, I outlined how cognitive forces such as loss aversion, diminishing sensitivity, reference dependence, and cognitive ease can distort information processing and contribute to errors in judgment. Because not every error
Before You Nudge, Diagnose the Decision: What kind of decision are we designing for?
In the last installment in the series, I outlined how cognitive forces such as loss aversion, diminishing sensitivity, reference dependence, and cognitive ease can distort information processing and contribute to errors in judgment. Because not every error comes from the same cognitive mechanism, not every good intervention should slow people down. Sometimes the better design makes the correct response easier and more automatic.
Read the full article:
COMING Oct 27
COMING Oct 27
COMING Oct 27
Defaults: Making No Decision, the Right Decision
Every business system already has defaults: a prefilled field, a preselected setting, or a benefit employees receive unless they opt out. Most organizations treat these as configurations, but they are really behavioral interventions. Defaults like these quietly answer the question, “What happens if I do nothing?” (Thaler & Sunstein, 2008).
COMING SOON
COMING SOON
COMING SOON
The Rumble Strip at Work
How Real-Time Feedback Keeps Routine Work Moving, and Interrupts Errors Before They Spread
Feedback that arrives too late may still teach a lesson, but it cannot correct the decision that just produced the error. For operational feedback, timing matters: the signal has to arrive while the action is still reversibl
The Rumble Strip at Work
How Real-Time Feedback Keeps Routine Work Moving, and Interrupts Errors Before They Spread
Feedback that arrives too late may still teach a lesson, but it cannot correct the decision that just produced the error. For operational feedback, timing matters: the signal has to arrive while the action is still reversible. Otherwise, it is closer to an autopsy than a warning. Most organizations have no shortage of the latter usually called monthly reports, quarterly reviews, annual evaluations, and after-action reminders. Those documents are useful for cataloging errors. They are not useful for stopping them. By then the error has often already traveled downstream, and it may be too late to fix.
Operational feedback has a different job. It appears while the action can still be corrected.
COMING SOON
COMING SOON
COMING SOON
Try the Future Before You Buy It
How Mapping Turns Specs, Forecasts, and Promises Into Decisions People Can Actually Feel
COMING SOON
COMING SOON
COMING SOON
Aligning people and process through Incentives