On a recent phone call with a family member, I was reminded how the mind could lead someone to remember the facts incredibly wrong. This time, the topic was vehicular accidents on the interstate and road safety. Our conversation became circular. Seeking to close, I finally asked, \u201cWhat leads you to believe there are more accidents now than before?\u201d\u00a0 I was curious about the message source.<\/p>\n
They responded, \u201cWhat do you mean? It\u2019s on the news daily, and I even see accidents in Portland near you. \u00a0It\u2019s unsafe out there on the roads.\u201d<\/p>\n
Hearing the response, I suggested they turn off the television for a few evenings and grab a good book. I followed up in a few days to see if the response had changed. The word misperceptions came to mind.<\/p>\n
Bias and more bias<\/strong><\/p>\n As I explored Duffy\u2019s Why We\u2019re Wrong About Nearly Everything: A Theory of Human Misunderstanding<\/em>, I thought I would learn and discover more about the individual cognitive processes and judgments involved in human decision-making.\u00a0 Coming off the heels of reading Kahneman\u2019s Thinking, Fast and Slow,<\/em> I initially thought this book was another version solely about cognitive biases and their influence on our thinking.\u00a0 Instead, I was surprised to learn more about cultural and societal influences to which we belong and the importance of understanding the impact of others\u2019 messages upon us.<\/p>\n Duffy examines a series of mental shortcuts that lead to poor decisions, with various examples, including safety, health, economics, and immigration.\u00a0 This is like Thinking, Fast and Slow, <\/em>where Daniel Kahneman provided two systems of thinking (System 1 and System 2). \u00a0Recount: System 1’s response is fast, automatic, and intuitive. \u00a0It operates with low mental effort, relies on heuristics, and is biased toward belief and confirmation.[1]<\/a>\u00a0 Duffy mirrors Kahneman with his focus on reliance on quick judgments. \u00a0Both authors agree that a steadfast and deliberate approach toward considering facts and reducing errors improves decision accuracy.<\/p>\n Social psychology<\/strong><\/p>\n While Duffy also explores cognitive biases and their influence on how quick decisions might lead to errors, he complements Kahneman\u2019s work by focusing on the social or cultural factors that can lead to typical misunderstandings. \u201cOne misconception is to infer that we are completely being misled, rather than how we think.\u201d[2]<\/a> \u00a0Instead, we must recognize that many forces surround and influence us.\u00a0 \u201cOur delusions need to be seen as arising from a complex system of forces, both in our heads and in the world, that reinforce each other.\u201d[3]<\/a>\u00a0 There is an increase in social media volumes, and the number of channels only enhances our ability to access experts in the number of like-minded people.\u00a0 These voices are a multiplier of our existing views, cementing them further in our minds and anchoring our biases.\u00a0 This is where we must lean in, recognize the situation, and not fall prey to traps in our decision-making.\u00a0 However, that is becoming increasingly difficult in a world where disinformation spreads like wildfire.\u00a0 How can we readily discern the truth?\u00a0 We must research adequately, become more self-reflective, and slow down.<\/p>\n As Kahneman has offered guidance on working through cognitive biases, Duffy outlines ten ideas to stem the tide and help us form \u201cmore accurate views of the world.\u201d[4]<\/a>\u00a0 These are guidelines for thinking individually and opportunities to take appropriate societal actions. I will focus on one idea that stood out to me, especially in recent weeks, given the organizational changes instituted by the White House administration.<\/p>\n Accept the emotion, but challenge the thought[5]<\/a><\/strong><\/p>\n This is one of Duffy\u2019s recommendations.\u00a0 Recently, I have become increasingly sensitive to the proposed changes by the White House to dismantle the leadership of public organizations. \u00a0With past administrations, I would have likely been indifferent.\u00a0 So why now?\u00a0 What has changed? \u00a0I invest little time on social media, but my network is heavily weighted with my class from West Point, who are vocal.\u00a0 My feed is full of comments about restructuring at government agencies.\u00a0 Initially, I kept an objective lens to the changes and could easily navigate through my emotional reactions.\u00a0 This shifted when I discovered two of my classmates from West Point were directly affected by White House decisions.\u00a0 The first is the USAID Director of Security, who was placed on administrative leave in early February.\u00a0 Not soon after, the West Point Board of Visitors was dissolved. \u00a0My classmate on that board has a long work history with Veterans Affairs. Upon hearing the decision to disband all Board of Visitors at the service academies, I was emotionally charged.\u00a0 I will need to work on ways to unpack these reactions, but it has been a struggle.\u00a0 Because of my social background and cultural influences, what might have been viewed as an arm\u2019s length away is now front and center.<\/p>\n Moving forward<\/strong><\/p>\n Duffy offers practical advice on dealing with a system of delusion.\u00a0 While marvelously varied, the world is frequently not anywhere near as bad as we think, and we are not as narrow-minded as we imagine.[6]<\/a> It consoles me that I might not have as much of a defensive posture, and considering the situation, it would be ok to be wrong.<\/p>\n [1]<\/a> Daniel Kahneman, Thinking, Fast and Slow,<\/em> (New York, NY: Farrar, Strous, and Giroux, 2013), 105.<\/p>\n [2]<\/a> Bobby Duffy, Why We\u2019re Wrong About Nearly Everything – A Theory of Human Misunderstanding,<\/em> (New York, NY: Hatchette Book Group, 2018), 221.<\/p>\n [3]<\/a> Duffy, 221.<\/p>\n