10 Biases to beware of in enterprise architecture decision making process
To know thyself is the beginning of wisdom.” — Socrates
During a Digital Transformation project, Enterprise Architects (EA) inputs are key in making decisions about the direction the organization will take. These decisions will have a lasting impact for years to come.
Enterprise architects are expected to have a broad range of knowledge and expertise but based on their career path they have a strength in specific areas and weaknesses in certain areas. Enterprise architects may have a tendency to try to apply their knowledge to situations where it may not be entirely appropriate. They have their own biases and blindspots. (Either as an individual or a group of architects in an organization)
Here are common decision-making biases that can affect enterprise architecture in the context of digital transformation, along with strategies for overcoming them:
1. Confirmation bias: This is the tendency to seek out information that confirms our existing beliefs, rather than considering alternative viewpoints. This often leads to using existing technology and software providers and don’t look beyond the comfort zone
· To overcome this bias, EA teams can engage with a diverse range of stakeholders and consider alternative viewpoints. Engage outsiders.
2. Anchoring bias: This is the tendency to rely too heavily on a single piece of information when making decisions, rather than considering the full range of available information. This is often used by skilled influencers to anchor groups into a favourable decision.
· To overcome this bias, EA teams can use structured decision-making processes that consider a full range of factors. Involve ‘devil’s advocate’
3. Groupthink: This is the tendency of groups to conform to the dominant perspective within the group, even if that perspective is not well-supported by evidence or is not in the best interests of the organization.
· To overcome this bias, EA teams can encourage open and honest communication and challenge dominant perspectives. Assign a small team to debate the maverick viewpoint.
4. Loss aversion: This is the tendency to prioritize avoiding losses over achieving gains, even when the potential gains are greater.
· To overcome this bias, EA teams can consider the potential gains and losses of different options and make decisions based on the overall expected value. Focus on ‘Day 1 mindset’
5. Framing effect: This is the tendency to make different decisions based on how the same information is presented or framed. Often used by charismatic sales executives in glossy decks
· To overcome this bias, EA teams can carefully consider the framing of information and avoid presenting it in a way that is likely to bias decision-making. Be skeptical.
6. Availability bias: This is the tendency to base decisions on information that is readily available, rather than on the most relevant or important information.
· To overcome this bias, EA teams can proactively seek out relevant information and consider it carefully when making decisions. Ask: What else is out there?
7. Overconfidence bias: This is the tendency to overestimate our own abilities or knowledge, leading us to take on more risk than is warranted.
· To overcome this bias, EA teams can be mindful of their own limitations and seek out additional information or expertise when needed. Be humble.
8. Information overload: This is the tendency to become overwhelmed by the sheer volume of information available, leading to indecision or suboptimal decision-making.
· To overcome this bias, EA teams can prioritize the most important information and use tools and techniques to organize and filter the information they receive. Focus on what matters
9. Tunnel vision: This is the tendency to focus narrowly on a single aspect of a problem, rather than considering the broader context or implications of a decision. This is specially true if architecture was defined by the legacy team (or IKEA effect)
· To overcome this bias, EA teams can take a holistic view of the organization’s needs and consider the full range of factors that could impact the effectiveness of the systems being designed. Zoom out
10. Bandwagon bias: This occurs when individuals or teams make decisions based on the actions of others, without considering the evidence or implications of those decisions.
· To overcome this bias avoid making decisions solely because others are doing so, and instead carefully consider the potential benefits and drawbacks of a course of action. Be maverick
Bias in decision-making is a natural part of being human, but it is important to be aware of our biases and take steps to overcome them in order to make better, more objective decisions.
All the best!
References:
- 24 Cognitive Biases stuffing up your thinking (yourbias.is)
- Cognitive Biases in Architecture Decision Making — https://www.researchgate.net/publication/317433924_On_Cognitive_Biases_in_Architecture_Decision_Making
