Decision-making

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Change your approach to conflict and you can change the outcome

Explore resources to help use self-awareness for self-improvement

In business, human dynamics is rarely considered a top priority. Katy Lyne explains why this is a serious problem.

Exploring the MBTI Thinking-Feeling Step II facets in the context of Brexit

Exploring the glass ceiling using MBTI data.

How can we make it easier to talk about the real power of MBTI: Type dynamics?

Alexis Hutson, professional coach and mentor, shares her experience of using MBTI Step II for team development. A great example of the differences between Step I and Step II.

We’ve all heard the horror stories about bad business decisions. Way back in 1876, Western Union turned down an offer to buy the patent on the telephone, as the device clearly had ‘no commercial possibilities’; more recently we could cite Kodak inventing the digital camera but then doing nothing with it (because it could have cannibalised their film business) or Lehman Brothers borrowing hugely just before the housing bubble burst. With the benefit of hindsight, it is easy to see how wrong these decisions were, but the sad truth is that we are all prone to biases in our decision-making.

Economic theories used to have one massive stinker of a mistake at their core: the idea that people make rational choices with money. Thankfully, eminent psychologists pointed out that humans are far from rational in their financial decisions; now a growing body of work is showing the same for political decisions, particularly voting.