Breaking Bias v1.3

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Cognitive Biases are unconscious processes that influence how we perceive the world and how we take decisions. These mechanisms are a result of evolution. Biases are automatisms of our brain to make our live easier, but they have also a dark side. There exist more than 150 biases and today we are going to see only 10 of the most relevant to our context and several mitigation strategies. Learning about biases has helped me professionally and I expect that today after this talk many of you start seeing biases everywhere and applying some of the mitigation techniques I will show. How should agile coaches and scrum masters deal with some of the most important biases? Why should stop doing retrospectives and start doing proper process improvement and experiments?

Liderazgo y gestión

Breaking Bias
Gerard Chiva
@GerardChiva
gerard.chiva@gmail.com
gerardchiva.com

@GerardChiva - gerard.chiva@gmail.com 3
Tuckman

@GerardChiva - gerard.chiva@gmail.com 4
Group Development Models
George Smith (2001) – “Group Development: A Review of the Literature and a Commentary on Future Research Directions”,
Group Facilitation, Number 3, Spring 2001, International Association of Facilitators ISSN 1534-5653

Confirmation Bias
@GerardChiva - gerard.chiva@gmail.com 5

Cognitive Bias
@GerardChiva - gerard.chiva@gmail.com 6

If you have a brain you are biased
@GerardChiva - gerard.chiva@gmail.com 8

Mitigation
@GerardChiva - gerard.chiva@gmail.com 9

@GerardChiva - gerard.chiva@gmail.com 10
System 2
System 1
Daniel Kahneman, “Thinking Fast and Slow”

@GerardChiva - gerard.chiva@gmail.com 11
What do you think of Ben & Alan?
Halo Effect

False Consensus Effect
@GerardChiva - gerard.chiva@gmail.com 12

In-group / Out-group Bias
@GerardChiva - gerard.chiva@gmail.com 13

Negativity Bias
@GerardChiva - gerard.chiva@gmail.com 14

@GerardChiva - gerard.chiva@gmail.com 15

Mitigation Strategies
@GerardChiva - gerard.chiva@gmail.com 16
Take bias out of the
process rather than the
person

@GerardChiva - gerard.chiva@gmail.com 17

Coaching
@GerardChiva - gerard.chiva@gmail.com 18

The Evil PO
@GerardChiva - gerard.chiva@gmail.com 19

@GerardChiva - gerard.chiva@gmail.com 20

Fundamental Attribution Error
@GerardChiva - gerard.chiva@gmail.com 21

@GerardChiva - gerard.chiva@gmail.com 22

Confirmation Bias
@GerardChiva - gerard.chiva@gmail.com 23

@GerardChiva - gerard.chiva@gmail.com 24

Availability Bias
@GerardChiva - gerard.chiva@gmail.com 25

@GerardChiva - gerard.chiva@gmail.com 26

Negativity Bias
@GerardChiva - gerard.chiva@gmail.com 27

Negativity Bias
@GerardChiva - gerard.chiva@gmail.com 28

Retrospectives
@GerardChiva - gerard.chiva@gmail.com 29

@GerardChiva - gerard.chiva@gmail.com 31

1. Set the Stage
2. Gather Data
3. Generate Insights
4. Decide What to Do
5. Closing
@GerardChiva - gerard.chiva@gmail.com 32
Retrospectives
Influence
Gather Opinions and Judgments
Generate Assumptions

Confirmation Bias
@GerardChiva - gerard.chiva@gmail.com 33

@GerardChiva - gerard.chiva@gmail.com 34

Are there more women or men names?
@GerardChiva - gerard.chiva@gmail.com 35

Representativeness Heuristic
@GerardChiva - gerard.chiva@gmail.com 36
10 vs 14

Availability Bias
@GerardChiva - gerard.chiva@gmail.com 37
Falling coconuts kill more
people than shark attacks
“Falling coconuts kill 150
people worldwide each year,
15 times the number
attributed to sharks.”

Peak-end Rule
@GerardChiva - gerard.chiva@gmail.com 38

Negativity Bias
@GerardChiva - gerard.chiva@gmail.com 39

So, what?
@GerardChiva - gerard.chiva@gmail.com 40

Data Driven Continuous Improvement
• Retrospect in real time (board)
• Toyota Kata
• Kaizen Events:
– TOC
– Systems Thinking
– 5 WHYs
– Value Stream Map
• Design real experiments
@GerardChiva - gerard.chiva@gmail.com 41

@GerardChiva - gerard.chiva@gmail.com 42
“If you simply plan on
seeing what happens
you will always
succeed at seeing
what happens
because something is
guaranteed to
happen.” – Eric Ries

Experiments
1. Align with team objectives and KPIs
2. Declare your expected outcomes upfront
3. Emphasize accuracy, not precision
4. Turn assumptions into falsifiable hypothesis
5. Time-box experiments
6. Use a control group
7. One experiment at a time
@GerardChiva - gerard.chiva@gmail.com 43

Takeaways
1. Evolution
2. Unconscious
3. You cannot be not biased
4. Mitigation strategies  Process not people
5. Engage System 2
6. Perspective
7. Data-driven
8. Coaching
9. Retrospectives
10. +150 Biases
@GerardChiva - gerard.chiva@gmail.com 44

Gerard Chiva
gerard.chiva@gmail.com
@GerardChiva
http://gerardchiva.com

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Breaking Bias v1.3

1. Breaking Bias Gerard Chiva @GerardChiva gerard.chiva@gmail.com gerardchiva.com

2. @GerardChiva - gerard.chiva@gmail.com 2

3. @GerardChiva - gerard.chiva@gmail.com 3 Tuckman

4. @GerardChiva - gerard.chiva@gmail.com 4 Group Development Models George Smith (2001) – “Group Development: A Review of the Literature and a Commentary on Future Research Directions”, Group Facilitation, Number 3, Spring 2001, International Association of Facilitators ISSN 1534-5653

5. Confirmation Bias @GerardChiva - gerard.chiva@gmail.com 5

6. Cognitive Bias @GerardChiva - gerard.chiva@gmail.com 6

7. @GerardChiva - gerard.chiva@gmail.com 7

8. If you have a brain you are biased @GerardChiva - gerard.chiva@gmail.com 8

9. Mitigation @GerardChiva - gerard.chiva@gmail.com 9

10. @GerardChiva - gerard.chiva@gmail.com 10 System 2 System 1 Daniel Kahneman, “Thinking Fast and Slow”

11. @GerardChiva - gerard.chiva@gmail.com 11 What do you think of Ben & Alan? Halo Effect

12. False Consensus Effect @GerardChiva - gerard.chiva@gmail.com 12

13. In-group / Out-group Bias @GerardChiva - gerard.chiva@gmail.com 13

14. Negativity Bias @GerardChiva - gerard.chiva@gmail.com 14

15. @GerardChiva - gerard.chiva@gmail.com 15

16. Mitigation Strategies @GerardChiva - gerard.chiva@gmail.com 16 Take bias out of the process rather than the person

17. @GerardChiva - gerard.chiva@gmail.com 17

18. Coaching @GerardChiva - gerard.chiva@gmail.com 18

19. The Evil PO @GerardChiva - gerard.chiva@gmail.com 19

20. @GerardChiva - gerard.chiva@gmail.com 20

21. Fundamental Attribution Error @GerardChiva - gerard.chiva@gmail.com 21

22. @GerardChiva - gerard.chiva@gmail.com 22

23. Confirmation Bias @GerardChiva - gerard.chiva@gmail.com 23

24. @GerardChiva - gerard.chiva@gmail.com 24

25. Availability Bias @GerardChiva - gerard.chiva@gmail.com 25

26. @GerardChiva - gerard.chiva@gmail.com 26

27. Negativity Bias @GerardChiva - gerard.chiva@gmail.com 27

28. Negativity Bias @GerardChiva - gerard.chiva@gmail.com 28

29. Retrospectives @GerardChiva - gerard.chiva@gmail.com 29

30. @GerardChiva - gerard.chiva@gmail.com

31. @GerardChiva - gerard.chiva@gmail.com 31

32. 1. Set the Stage 2. Gather Data 3. Generate Insights 4. Decide What to Do 5. Closing @GerardChiva - gerard.chiva@gmail.com 32 Retrospectives Influence Gather Opinions and Judgments Generate Assumptions

33. Confirmation Bias @GerardChiva - gerard.chiva@gmail.com 33

34. @GerardChiva - gerard.chiva@gmail.com 34

35. Are there more women or men names? @GerardChiva - gerard.chiva@gmail.com 35

36. Representativeness Heuristic @GerardChiva - gerard.chiva@gmail.com 36 10 vs 14

37. Availability Bias @GerardChiva - gerard.chiva@gmail.com 37 Falling coconuts kill more people than shark attacks “Falling coconuts kill 150 people worldwide each year, 15 times the number attributed to sharks.”

38. Peak-end Rule @GerardChiva - gerard.chiva@gmail.com 38

39. Negativity Bias @GerardChiva - gerard.chiva@gmail.com 39

40. So, what? @GerardChiva - gerard.chiva@gmail.com 40

41. Data Driven Continuous Improvement • Retrospect in real time (board) • Toyota Kata • Kaizen Events: – TOC – Systems Thinking – 5 WHYs – Value Stream Map • Design real experiments @GerardChiva - gerard.chiva@gmail.com 41

42. @GerardChiva - gerard.chiva@gmail.com 42 “If you simply plan on seeing what happens you will always succeed at seeing what happens because something is guaranteed to happen.” – Eric Ries

43. Experiments 1. Align with team objectives and KPIs 2. Declare your expected outcomes upfront 3. Emphasize accuracy, not precision 4. Turn assumptions into falsifiable hypothesis 5. Time-box experiments 6. Use a control group 7. One experiment at a time @GerardChiva - gerard.chiva@gmail.com 43

44. Takeaways 1. Evolution 2. Unconscious 3. You cannot be not biased 4. Mitigation strategies  Process not people 5. Engage System 2 6. Perspective 7. Data-driven 8. Coaching 9. Retrospectives 10. +150 Biases @GerardChiva - gerard.chiva@gmail.com 44

45. Gerard Chiva gerard.chiva@gmail.com @GerardChiva http://gerardchiva.com

Breaking Bias v1.3

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