(This article is PartII in a series of articles on board members’ biases and decision making)
Are there certain members on the board who seem to have vivid memories of past situations, other members who recall situations only when they are reminded of the details and still others who have no memory of these issues at all. There are reasons for this situation. It is essential for board members to be aware of these memory biases:
I can only focus on what I have to say: A board member who has the tendency to think about what he wants to say next may not be able to focus on what the current speaker is saying. He may also focus on how others are responding to his contribution and fail to hear what the board member, who speaks after him, is saying.
I can remember some things: This bias occurs when an issue is complex or when it is long and drawn out. The board member can remember part of the situation but not all of it and may use this partial memory to influence a current discussion at the board table.
I could have told you so: This bias occurs when a board member points out that the outcome was inevitable even though he did not make that prediction when the issue was before the board.
I did this: Board members engage in this bias when they remember their input more than they remember the input of the other board members or the CEO.
I know this is true: A board member is likely to engage in this bias when he accepts that something he heard or read is true. He may not be able to verify its truth to other board members.
I need to see it for myself: Evidence that a board member is engaging in this bias is visible when he will argue for what he has seen himself but is unable to support subordinates to achieve desired outcomes when they bring forward the same knowledge. In this case, board members need to go and see for themselves. CEOs will encourage them to do so because they now that they will get results only when the board member’s bias is accommodated.
I remember exactly the way it was: This bias presents itself when a board member recalls a past event to serve himself in specific way. For example, he may think he attended more meetings than he actually did.
I’m sure you told me: This bias occurs when a person remembers someone doing or saying something when that person was not the source. This can strain relationshiips between the board members or between the board member and a member of the senior executive team.
It’s okay when I say it: A board member is demonstrating this bias when he is okay with a story when he relays it but becomes upset when another person discusses the same situation.
Remembering the reasons why: this happens when a board member remembers why a specific option was chosen and cannot recall why the other options were rejected.
That couldn’t have been me: A board member demonstrates this bias when he is not able to see that his past behaviour is exactly as other’s perceive his current behaviour. He thinks this is new for him.
That was so difficult: This bias occurs when a board member remembers a situation as being much more difficult than it was in actual fact.
This isn’t done yet: A board member is engaging inthis bias when he is unable to focus on success but reminds the board of all the things it has not done to date.
Wasn’t this the way it was: This bias is noted when a board member uses his imagination to add to a memory and then thinks his version is the way it happened.
It is important to note when these biases are present at the board table and to ensure they do not throw the board off course.
