Cognitive biases in decision-making can be especially dangerous during a crisis, leading to unequal treatment and further entrenching existing inequalities. People may be biased based on various factors such as race, gender, or socioeconomic status, which can be worsened by fatigue, stress, or time pressures.

The negative implications of decision-making influenced by cognitive biases during a crisis can be severe. Decisions influenced by biases can lead to unequal treatment of individuals or groups, as those who are not favoured may be given different opportunities. In addition, biases can lead to a lack of diversity in decision-making, as those most competent in providing crucial information that would aid in the deliberation may not be included in the decision-making process. This can further entrench existing inequalities and create new ones.

To make the best strategic decisions during a crisis, it is essential to be mindful of cognitive biases emerging from the team. To mitigate this, the organisation’s management team must take a holistic approach that considers all aspects of decision-making. A reference released by Resilience Expert Advisory Group (REAG) titled ‘The Decision Making During A Crisis: A Practical Guide’ (2018) outlines six characteristics of decision-making that organisations should prioritise, of which managing cognitive bias is one. Taking this into account is critical to making fair and effective decisions.

Therefore, it is crucial to be aware of the potential for bias and to strive for equitable decision-making processes. A holistic approach should be taken where different dimensions of the decision-making process are combined simultaneously. Education and awareness, as well as the use of cognitive aids, can help reduce bias and ensure that decisions are made fairly and justly. By doing so, we can protect against the potentially disastrous effects of cognitive biases affecting the teams confidence in decision-making.