Biases in Organisation: An overview
Organizational Bias: What Really Shapes Workplace Decisions?
In his insightful study, Dr. Devesh Kumar Sharma explores how biases quietly influence decisions, culture, and outcomes inside institutions, often without conscious intent. Unlike individual prejudice, this force is embedded in the very systems we trust.
The Structural Reality
Organisational bias goes beyond individual prejudice. It is embedded in systems, routines, hierarchies, and legacy practices. From hiring and promotions to idea evaluation and leadership trust, bias shapes who gets heard and who advances.
Key Insight: Systemic Production
One of the most compelling findings of the study is that organisations don’t just have bias—they produce it. Policies designed for efficiency may unintentionally favor conformity over creativity, marginalizing unconventional thinkers over time.
Innovation Loss
Dr. Sharma links bias directly to stagnation. When hierarchy dictates merit, teams stop challenging assumptions and institutions become risk-averse.
Hiding in Plain Sight
Bias often masks itself behind professional vernacular: "Cultural Fit," "Proven Track Record," or "This won't work here."
The Systemic Solution
Bias, he argues, cannot be fixed by training alone—it must be designed out of systems. His study emphasizes four critical correction levels:
- Transparent Frameworks: Auditable decision-making processes.
- Data-Driven Evaluation: Replacing gut-feeling with objective metrics.
- Rotational Leadership: Introducing fresh perspectives into senior peer reviews.
- Inclusive Feedback: Formal loops that empower juniors and outsiders.