Unconscious Bias and Decision Making

At any given moment, we receive over 11 million bits of information from the world around us, but we can only consciously process 40 bits of information at a time.
Our unconscious mind, however, can process much more information, and it does so by using a series of mental shortcuts and filters, based on past experiences,
cultural and societal norms, and personal beliefs—also known as unconscious bias. The following table (continued on page 2) details how our brain works to quickly
process incoming data, the potential bias that this can lead to, as well as the bias interrupters and Amazon mechanisms you can use.
Ask Our brains are This can lead to: Common Biases You May Bias Interrupters Amazon Mechanisms
Yourself hardwired to: Encounter1
How are Fill in the missing  Oversimplifying situations or Stereotyping - Generalizations  Use multiple sources to build  Using a tool to check for
personal pieces or gaps in a people based on stereotypes. about groups of people that don’t objective assessment criteria gender-neutral language in Job
experiences, story or situation  Evaluating a person or take into account individual and establish alignment on the Descriptions.
beliefs or based on our situation based on a differences. criteria before moving forward.  Utilizing leveling guidelines and
cultural and personal previously positive or negative  Collect both supporting and promo audit criteria during
societal experiences, experience with a person with Halo/Horn Effect occurs when a dissenting data when designing promotion decisions.
norms beliefs, or similar attributes. person is judged positively (halo) or assessment criteria.
shaping our cultural/societal  Assuming that our beliefs, negatively (horn) based on one trait  Challenge assumptions to draw
perspective? norms. culture or processes are the or behavior and then is out facts, evidence, or
“right” or “normal” ones. automatically judged positively examples.
(halo) or negatively (horn) on  Ask follow up questions when
several other, unrelated traits, you hear generalizations or
without much evidence. stereotypes.
Have we Place more  Putting those who have In-Group / Out-Group occurs when  Actively seek out input from  Non-homogenous interview
sought out importance on our similar perspectives or we give preferential treatment to different stakeholders. loops.
new or own experiences, experiences into a favorable people we perceive as being in our  Create a log of input provided  Promo Docs, which require
different or current and “in group” and everyone else in-group – (same race, political to check yourself on whether gathering multiple perspectives
perspectives past situations. in a less or not-favorable “out views, gender identity, level, you have considered different and examples.
before group”. education background, or age, etc.). perspectives.  Including a variety of individuals
making this  Overestimating the  Create a structure for allocating and these bias interrupters in
decision? importance of our own False Consensus Effect - work and opportunities and Talent Reviews and Promo
experiences and choices, and Overestimating the extent to which then stick to it. Avoid allocating Discussions.
underestimating those of others agree with you; the tendency work and opportunities to the  Sharing PR/FAQs with a variety
others. to assume that your beliefs, habits, same set of people. of peers, teams or leaders.
and opinions are “normal” and that  Being thoughtful to consider all
most people think the same way. customers in Working
Backwards Docs.
 Incorporating check points with
stakeholders to gather feedback
during Sprint Planning.
 Requesting feedback from
affinity group members for new
products, services, features, or
resources.

1 Explore more types of bias in this Cognitive Biases document

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Ask Our brains are This can lead to:
Yourself hardwired to:
Did we allow Get to a solution  Using data and anecdotes that
enough time as quickly and are most recent or most
to gather and easily as possible. readily available to inform a
consider all decision, instead of taking
data versus time to get the complete
making the information.
quickest or  Being more likely to agree
easiest with information, ideas or
decision? suggestions that support
one’s pre-conceived notions or
beliefs.
 Recalling the most vivid,
shocking or surprising
examples.
Are we Avoid conflict and  Over-prioritization of group
taking loss. harmony/consensus over new
calculated or conflicting views.
risks or Avoidance of pursuing new,
avoiding risky or innovative people,
loss/conflict? ideas, or projects.
 Avoidance of failure and loss
by continuing to support
failing projects due to the
sunk cost of resources and
time already spent.
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Common Biases You May
Encounter
Recency Effect - Recalling and  Take the time to gather or note 
emphasizing recent events and
observations more than those in the
near or distant past.
Availability Bias - Relying only on
information that comes to mind
easily and quickly.
Sunk Cost - Having a hard time
giving up on something (e.g., a
strategy, an employee, a process)
after investing in it (e.g., time,
money, training), even though the
investment has already been made
and can’t be recovered.
Group Think or Social Cohesion (a
team dynamic not a bias): Occurs
when we set aside our personal
beliefs, stay quiet when we disagree,
or adopt the opinion of the group to
maintain harmony
Bias Interrupters
historical data to avoid only
using data that is readily
available or the most recent
examples. Focus on the big
picture.
 Check that decisions are made
with objective data versus a
“gut feeling”.
 Allow more time by scheduling
breaks at moments of
information overload, fatigue,
or before a decision is finalized.
 Get inputs from the team
before the leader (or most
senior person) expresses their
opinions in order to avoid
discouraging those with
dissenting opinions.
 Actively seek input from all
individuals. Be sure to provide
an opportunity if someone
hasn’t spoken up.
 Encourage dissenting opinions
and productive debates within
the team.
Amazon Mechanisms
Implementing gating criteria to
ensure critical requirements are
met before proceeding.
 Doc Reviews, Talent Reviews
and Promo Docs which allow for
review and discussion of a more
complete picture before a
decision is made.
 PR FAQs incorporating reasons
to pursue and not to pursue an
idea
 Doc review approach provides a
more complete picture by
presenting the context,
applicable data, and the
potential benefits and risks for
evaluation.
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 Bias Interrupting Scenarios
The tables below provide examples of scenarios where you may hear a potential bias, and what you could do/say. Take a moment to review the scenarios below and
think about similar situations you have been in and the questions you could have raised to interrupt potential bias.
What you heard What to ask yourself What to say
“I don’t want to partner with them; they used to How are your personal experiences and beliefs “That seems like a sweeping statement. What
work at XYZ employer. You know how those shaping your perspective? specifically makes you doubt their ability to partner
people can be.” effectively?”

“Do you have any examples from others who have

partnered with them at Amazon in the past?”
Many of us have preferences based on our own experiences. Be aware of how these experiences as well as cultural norms are shaping your expectations and
perceptions of others.

What you heard What to ask yourself What to say

“Our team has reviewed the process change and Have we looked beyond ourselves to consider and “We haven’t reviewed with enough of our end users
potential impacts extensively and think it’s incorporate perspectives outside of our own? to gain their perspectives. There could be gaps in our
ready. I don’t feel we need to gather additional approach that we aren’t seeing. We should continue
feedback.” gathering their feedback.”

Gathering customer feedback helps us to avoid blind spots during development and ensures that we are building for a broader range of customers. Continually
revisit the list of stakeholders who have reviewed your work to ensure you have feedback from a variety of people.

What you heard What to ask yourself What to say

“Last time XYZ handled a request, it took 3 Did we allow enough time to gather and consider all “Do we know what factors caused the delay in the last
weeks just to start it. You should assign the data versus making quickest or easiest decision? project?”
project to someone else.”
“What other projects have they delivered
successfully?”
We easily jump to the most recent or most vivid examples when trying to make decisions. Ask follow up questions to make sure you are considering the whole
picture and not just recent events.

What you heard What to ask yourself What to say

“I agree with the others, we’ve put too much Are we taking calculated risks or avoiding “What other reasons do we have for continuing this
time into this to stop the project now.” loss/conflict? project? Is the project still aligned with our business
objectives?”

“Does anyone have another opinion about moving

forward with this project?”
Aligning to a group decision allows an individual to avoid conflict and potential risk of being an outlier. Work together to challenge group consensus and the
final decisions to more effectively evaluate risks and decisions.
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