The hidden side of decision-making

Biases, Heuristics, and Oxymorons in Project Management

COMMENTARY

By Antonio Bassi

Lugano, Switzerland

In modern project management, project managers constantly make decisions amidst uncertainty and complexity. It has become evident that successfully addressing project challenges requires a deep understanding of the cognitive mechanisms that influence decision-making. Biases, heuristics, and oxymorons are central elements that, if recognized and properly managed, can significantly enhance project management effectiveness. This article explores how these three concepts impact decision-making and operational control.

Cognitive biases are systematic mental inclinations that influence how people perceive, interpret, and react to information. These biases are rooted in the cognitive processes of the human brain and often occur unconsciously. The term “bias” refers to a distortion, a deviation from rational and objective thinking. Cognitive biases primarily arise because our brain, in an attempt to simplify the complexity of the surrounding world, adopts mental shortcuts to make quick decisions, especially in situations of uncertainty or pressure. However, these shortcuts do not always lead to optimal decisions and can result in systematic judgment distortions.

Cognitive biases have been extensively studied in psychology and neuroscience and manifest in many aspects of daily life. In complex decision-making contexts like project management, their impact can be particularly significant and potentially harmful, as biased decisions can lead to planning errors, incorrect risk assessments, and poor resource allocation.

Cognitive biases stem from the way the human brain processes information. Although a powerful organ, the brain cannot process every detail of every situation. For this reason, it relies on pre-existing patterns, past experiences, and mental shortcuts to make quick decisions. This type of “fast thinking,” as defined by psychologist Daniel Kahneman in his famous book Thinking, Fast and Slow, is essential for navigating daily life. However, it is not always accurate…

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How to cite this work: Bassi, A. (2024).  The hidden side of decision-making: Biases, Heuristics, and Oxymorons in Project Management, commentary, PM World Journal, Vol. XIII, Issue XI, December.  Available online at https://pmworldlibrary.net/wp-content/uploads/2024/12/pmwj147-Dec2024-Bassi-The-hidden-side-of-decision-making.pdf

About the Author

Antonio Bassi

Lugano, Switzerland

Antonio Bassi Is an Electronic Engineer by training, certified Project Management Professional (PMP), member of the Steering Committee of the Project Management Institute – Northern-Italy Chapter (PMI-NIC) from 2004 to 2008, Lecturer in Project Management in academic settings, President of the Project Management Association (APM-Ticino), author of numerous books and articles on project management, former member of the UNI team for the definition of ISO21500 standards for Project Management, with 20 years of experience as Project/Program Manager on innovative projects across various market sectors. He can be contacted at antonio.bassi@supsi.ch