“ Dont Trust The Quirky Remnant Information ”
When you build your desirable Authority in Big pharma
The "Quirky Remnant" Information In Your Mind Is Not Trustworthy
When you allow your mind to languish in its prison of restricted thinking, you limit the potential for your company, and you also restrict your own potential for advancement and career success. In your position of power, you owe it to your organization and yourself to free your mind from the shackles you may have inadvertently created.
The first step in allowing your mind to broaden its range is accepting that you should not necessarily trust the information that is most readily available as it may be a product of three biases.
Bias #1: Selective Attention
We are blessed and cursed by having selective attention; this filter allows us to only see what we expect to see, as in this example. My friend’s wife was pregnant, and her father came to visit, to spend time with her before the baby was born.
They went for a walk and everywhere her father looked, he saw a pregnant woman. “I never knew there were so many pregnant women!” he exclaimed. The reality is that there were always as many pregnant women around, but his mind was suddenly attuned to his daughter’s pregnancy and his mind now selectively saw what had always been present but gone unnoticed.
Bias #2: Selective Recall
We can also be victims of selective recall. Your mind can receive information, store it, and remember the event as it chooses to, not as the event actually happened. Two people can recount the same event very differently.
“Do you remember the lovely road trip we took last year along the ocean?”
“Yes, I remember, but it wasn’t lovely. It was awful!”
Both are correct, of course; each person had their own separate experience and interpreted it individually. This is how selective recall manifests information bias. Two people took the same road trip by the sea, but each recalls the experience differently.
Bias #3: Selective Thinking
When you validate certain ideas and discount others, you are harming the decision-making process because you are narrowing the universe of possibilities. This is especially true when a person has a great idea, an idea they believe is the best and only one. When this happens, the person immediately begins justifying their idea. People never try to prove themselves wrong but rather than they are completely right, which can lead to terrible choices and costly mistakes.
When we use selective thinking, we immediately accept or reject ideas based on whether or not they fit with our already established answer, terminating the possibility of any other solution. This is why limited thinking curtails better outcomes.
Selective thinking and snap decisions don’t fit well within the reality of life or business. Most situations have more than one right answer.
When we choose to stop thinking and fixate on one sure solution because it fits our available information and bias, we abandon our flexibility and reduce our chances for creating a more significant success for our customers, their patients, and ourselves.