{"id":7493,"date":"2019-03-27T12:02:38","date_gmt":"2019-03-27T12:02:38","guid":{"rendered":"https:\/\/www.worxogo.com\/?p=7493"},"modified":"2023-03-28T13:06:16","modified_gmt":"2023-03-28T07:36:16","slug":"the-rationale-behind-irrational-human-behavior","status":"publish","type":"post","link":"https:\/\/worxogo.xogoweb.com\/legacy\/the-rationale-behind-irrational-human-behavior\/","title":{"rendered":"The rationale behind irrational human behavior"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"7493\" class=\"elementor elementor-7493\">\n\t\t\t\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-76b5f887 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"76b5f887\" data-element_type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-760bf663\" data-id=\"760bf663\" data-element_type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t\t\t<div class=\"elementor-element elementor-element-19bf6760 elementor-widget elementor-widget-text-editor\" data-id=\"19bf6760\" data-element_type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t<style>\/*! elementor - v3.6.6 - 08-06-2022 *\/\n.elementor-widget-text-editor.elementor-drop-cap-view-stacked .elementor-drop-cap{background-color:#818a91;color:#fff}.elementor-widget-text-editor.elementor-drop-cap-view-framed .elementor-drop-cap{color:#818a91;border:3px solid;background-color:transparent}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap{margin-top:8px}.elementor-widget-text-editor:not(.elementor-drop-cap-view-default) .elementor-drop-cap-letter{width:1em;height:1em}.elementor-widget-text-editor .elementor-drop-cap{float:left;text-align:center;line-height:1;font-size:50px}.elementor-widget-text-editor .elementor-drop-cap-letter{display:inline-block}<\/style>\t\t\t\t<p>Let\u2019s talk about financial markets for a moment.<\/p><p>Of the many <a href=\"https:\/\/www.newyorker.com\/magazine\/2009\/10\/05\/rational-irrationality\" target=\"_blank\" rel=\"noopener\">explanations<\/a> behind how financial markets boom and bust, one of the most widely believed opinions finds human sentiment as the lynchpin. Inflated confidence, greed, fear, hype &#8211; these are far stronger drivers of market ebbs and flows than broad socio-economic logic. To the point that analysts must keep a close watch on the \u2018market psychology\u2019, for, how the market \u2018feels\u2019 about something greatly affects how that thing pans out, no matter how much rational thought tells one otherwise.<\/p><p>This perception that is rife in financial markets &#8211; easily one of the more logic and data-driven spaces &#8211; strikes at the heart of the common belief that humans are creatures of reason and efficient decision makers. And it is a perception that underscores a profound truth:<\/p><p>\u201cHuman decision making is, by and large, an irrational and an influenced process.\u201d<\/p><p>Not to say that rationality is completely lost on us, but to believe that most people tend to take decisions, especially critical ones, logically and with a clear mind is false.<\/p><p>Today, there is enough empirical evidence showing that while humans are capable of prudent decisions, people&#8217;s judgments are almost always heavily influenced by the \u2018implicit.\u2019 From the reasons to wear a certain piece of clothing to the choice of a retirement fund.<\/p><p>And these \u2018implicits\u2019, as confirmed by more than four decades of scientific research, are what we call cognitive biases.<\/p><h2><strong>Cognitive biases: A primer<\/strong><\/h2><p>Cognitive biases are personal thumb rules or mental shortcuts we use for arriving at decisions. Learned or acquired, it is a cognitive bias that causes one to deviate from the path of rational thought, leading them to make poor inferences, flawed judgments, and irrational decisions.<\/p><p>And the fact is that there\u2019s little one can do to prevent cognitive biases from settling in. We live a multidimensional and complex world, often surrounded by situations and conditions that prevent us from thinking clearly. Our personal realities are tethered to that of other people\u2019s and we are creatures driven by motivations that reason knows not of. Consequently, it is from the complex web of these realities that human decisions must emerge.<\/p><p>At companies where success and growth require people to make good business decisions every day, there\u2019s little room for bias-born choices. This means that employees have to be able to plug into their innate value systems as well as that of the organization\u2019s to perform optimally. Here, behavioral economics offers a meaningful way to intervene in people\u2019s value systems and \u2018nudge\u2019 them in the direction of better and rewarding behaviors.<\/p><h2><strong>\u2018Nudging\u2019 away from the irrational<\/strong><\/h2><p>In his Nobel winning work, behavioral economist Richard Thaler established that \u2018humans are predictably irrational.\u2019 And if irrationality can be predicted, he said, it can also be steered or <a href=\"https:\/\/www.nytimes.com\/2015\/11\/01\/upshot\/the-power-of-nudges-for-good-and-bad.html\" target=\"_blank\" rel=\"noopener\">\u2018nudged\u2019<\/a> in the direction of better.<\/p><p>Unlike classical economics, Thaler\u2019s work in behavioral economics consciously moves away from the notion that humans are &#8211; inherently &#8211; creatures of logic and brings to light the influence of irrationality during decision-making processes. He explains in his award-winning work how hardwired biases and deeply lodged values cannot reasonably be removed but they can be influenced in a way to cause someone to de-bias and think clearly. This, by using small, meaningful interventions or \u2018nudges\u2019, introduced during critical decision-making moments, causing someone to choose differently.<\/p><p>Thaler\u2019s work has been dubbed particularly useful for organizations who want to influence their employees to perform better. Using techniques and tools that introduce \u2018nudges\u2019 during key evaluation or decision-making process, say, when an employee is chasing a sale goal, organizations can successfully get their people to align their ambitions, motivations, and internal goals to those of the company. You can read more about how worxogo uses these principles in our Nudge Coach <a href=\"https:\/\/www.worxogo.com\/the-worxogo-story\/\">here.<\/a><\/p><h2><strong>Building better decision conditions<\/strong><\/h2><p>In the early 2000s, borrowers in the United States were encouraged to take out mortgage loans because the real-estate prices had fallen. Most borrowers couldn\u2019t reasonably pay back their loans but the idea that you \u2018shouldn&#8217;t take out loans\u2019 was contrary to the conditioned learning as was \u2018not owning a home\u2019. By the time the real-estate prices had risen in 2007, outstanding mortgage payments in the U.S. were over a trillion dollars and the economy found itself on the brink of collapse.<\/p><p>Aware of the outsized influence of irrationality on individual decisions and behaviors, financial market analysts have come to understand that it is wiser for the socio-economic institutions and policymakers to simply build better decision-making conditions than to rely on people to take better decisions. Instead of holding people accountable for their illogical and sentiment-driven choices, it is wiser for the institutions to uphold and reinforce market conditions that get people to choose better.<\/p><p>New age companies can take a leaf from this and build rewarding organizational processes by relying on principles of decision science and behavioral economics to design tools that influence people in meaningful ways. Ways that help people overcome cognitive biases during critical decision moments &#8211; such as during a sales run or a team goal chase &#8211; but also enable them to take better decisions every day.<\/p>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>Let\u2019s talk about financial markets for a moment. Of the many explanations behind how financial markets boom and bust, one&hellip;<\/p>\n","protected":false},"author":4,"featured_media":12027,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[222],"tags":[259],"class_list":["post-7493","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-insights","tag-nudge-coach","entry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v20.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\r\n<title>The rationale behind irrational human behavior - worxogo<\/title>\r\n<meta name=\"description\" content=\"Richard Thaler&#039;s work in behavioral economics brings to light the influence of irrationality during decision-making processes and shows us a better way.\" \/>\r\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\r\n<link rel=\"canonical\" href=\"https:\/\/worxogo.xogoweb.com\/legacy\/the-rationale-behind-irrational-human-behavior\/\" \/>\r\n<meta property=\"og:locale\" content=\"en_US\" \/>\r\n<meta property=\"og:type\" content=\"article\" \/>\r\n<meta property=\"og:title\" content=\"The rationale behind irrational human behavior - 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