We are prone to ๐๐ฅ๐๐ฆ๐ ๐๐๐๐ข๐ฌ๐ข๐จ๐ง ๐ฆ๐๐ค๐๐ซ๐ฌ ๐๐จ๐ซ ๐ ๐จ๐จ๐ ๐๐๐๐ข๐ฌ๐ข๐จ๐ง๐ฌ ๐ญ๐ก๐๐ญ ๐ฐ๐จ๐ซ๐ค๐๐ ๐จ๐ฎ๐ญ ๐๐๐๐ฅ๐ฒ and to give them ๐ญ๐จ๐จ ๐ฅ๐ข๐ญ๐ญ๐ฅ๐ ๐๐ซ๐๐๐ข๐ญ ๐๐จ๐ซ ๐ฌ๐ฎ๐๐๐๐ฌ๐ฌ๐๐ฎ๐ฅ ๐ฆ๐จ๐ฏ๐๐ฌ ๐ญ๐ก๐๐ญ ๐๐ฉ๐ฉ๐๐๐ซ ๐จ๐๐ฏ๐ข๐จ๐ฎ๐ฌ ๐จ๐ง๐ฅ๐ฒ ๐๐๐ญ๐๐ซ ๐ญ๐ก๐ ๐๐๐๐ญ.โ
(Kahneman, Daniel – โThinking, Fast and Slowโ)
On the other hand, we are prone to ๐ฉ๐ซ๐๐ข๐ฌ๐ ๐๐ข๐ซ๐๐๐ข๐ ๐ก๐ญ๐๐ซ๐ฌ ๐ญ๐จ ๐ญ๐ก๐ ๐ฌ๐ค๐ข๐๐ฌ.
How to overcome that โ๐จ๐ฎ๐ญ๐๐จ๐ฆ๐ ๐๐๐๐โย to make more proactive and more conscious choices in our organisations?
The only way is that the top leaders take full ownership for ๐ฉ๐ซ๐จ๐๐๐ญ๐ข๐ฏ๐ ๐๐๐๐ข๐ฌ๐ข๐จ๐ง-๐ฆ๐๐ค๐ข๐ง๐ ๐ข๐ง ๐๐ง๐ญ๐๐ ๐ซ๐๐ญ๐๐ ๐๐ฎ๐ฌ๐ข๐ง๐๐ฌ๐ฌ ๐๐ฅ๐๐ง๐ง๐ข๐ง๐ (๐๐๐) and they empower the functions to take care of the ๐๐ฌ๐ฌ๐๐ง๐ญ๐ข๐๐ฅ ๐ฉ๐ซ๐ข๐จ๐ซ๐ข๐ญ๐ข๐๐ฌ ๐ข๐ง ๐๐๐ฅ๐๐ฌ & ๐๐ฉ๐๐ซ๐๐ญ๐ข๐จ๐ง๐ฌ ๐๐ฑ๐๐๐ฎ๐ญ๐ข๐จ๐ง (๐&๐๐).