WWj 84- "How Design Thinkers keep their brain in check with Sandra Lutz-Brown and Ana Marhuenda

WWj 84- "How Design Thinkers keep their brain in check with Sandra Lutz-Brown and Ana Marhuenda"

Welcome everyone to today's session. Whether you prefer to be on or off camera, you are welcome.

Who We Are:

• Innovators
• Design thinkers
• Learners

We are a kind, empathetic space where sharing is encouraged. Welcome to today's thought-provoking session that makes you analyze how and why you think. Our main topic is how our selective recall impacts design thinking.

Now, I'll hand over to our lovely speakers today, Anna and Sandra. Over to you.

Introduction by Sandra and Anna: Thank you very much for having us. We are honored and humbled to present here. Though we come from a background in learning and leadership development, we've ventured into design thinking due to COVID, and we love the spirit of the Wednesday Web Jam community.

Sandra: I've been involved in leadership development, creating effective teams and leader experiences. When COVID hit, Anna and I decided to qualify in design sprint facilitation, which deepened our connection with design thinking.

Anna: Hello everyone, I'm based in Barcelona, Spain. Like Sandra, I am a trainer, facilitator, and coach with many years of experience.

Presentation and trends in leadership development design:

We are sharing the trends in leadership development design from the 1950s to date, focusing now on the brain:

1. 1950s-1960s: Traits-based models.
2. 1960s-1970s: Adaptiveness and flexibility in leadership models.
3. 1970s-1980s: Leadership viewed as a function for organizational success.
4. 1980s-1990s: Globally networked leadership for ever-changing markets.
5. 2000s to now: Neuroscientific insights into leadership.

Focus on the Brain: Neuroscience has become central, providing insights into how our brains affect leadership. Despite increased knowledge, leaders struggle due to the world's complexity.

Understanding Bad Decisions: Our minds can trip us up through biases and fallacies, more than 100 of which have been identified. Here are five common ones in organizations:

1. Confirmation Bias: Seeking information that confirms what we already believe.
2. Affinity Bias (Mini-Me Bias): Preferring people who are similar to us.
3. Bad Relative Bias: Misjudging what will make us happy.
4. Sunk Cost Fallacy: Continuing on a path due to past investments.
5. Authority Bias: Giving undue weight to authority figures' opinions.

Discussion on Biases: Awareness is key to counter these biases. We provided examples and discussed them in breakout rooms. Here’s a quick summary of strategies to mitigate these biases:

1. Confirmation Bias: Seek diverse opinions and contradicting evidence.
2. Affinity Bias: Engage with people different from yourself.
3. Bad Relative Bias: Practice gratitude and consider broader perspectives.
4. Sunk Cost Fallacy: Be ready to stop unfruitful ventures.
5. Authority Bias: Foster an environment where questioning is encouraged.

To conclude, being aware of these biases helps in making better decisions and fostering innovative, open environments.

Next Session Announcement: Next week we'll connect ancient wisdoms like Kabbalah and Confucianism to design thinking, presented by Federico and Union.

Closing Remarks: Remember to support us by buying a cup of coffee if you can. Stay tuned as we move to the backstage for more in-depth discussions with Anna and Sandra.

Keywords

• Innovators
• Design thinkers
• Leadership development
• Neuroscience
• Confirmation Bias
• Affinity Bias
• Bad Relative Bias
• Sunk Cost Fallacy
• Authority Bias
• Breakout Sessions
• Thought-Provoking
• Awareness

FAQ

Q: What was the main topic of today's session? A: The main topic was understanding biases and fallacies of the brain in design thinking and leadership development.

Q: What are some common biases discussed? A: Confirmation Bias, Affinity Bias, Bad Relative Bias, Sunk Cost Fallacy, and Authority Bias.

Q: How can I counter Confirmation Bias? A: Seek out diverse opinions and look for evidence that contradicts your beliefs.

Q: What strategy is recommended for dealing with Authority Bias? A: Foster an environment where team members feel safe to question and challenge authority figures.

Q: Why is neuroscience important in leadership development? A: Neuroscience provides insights into how our brains affect leadership, helping us understand and counteract biases.

Q: What is the significance of the "Bad Relative Bias"? A: It shows that our judgments about happiness are often flawed due to poor reference points.

Q: How can I mitigate the Sunk Cost Fallacy in my projects? A: Be ready to reassess and stop unfruitful ventures, focusing on current objectives rather than past investments.