Key elements in integrating behavioral strategy to reduce cognitive biases in the PMS’s implementation
| Theme | Description | Sample of data transcribed | Code generated | Main output |
|---|---|---|---|---|
| Practices and measures | Approaches and activities actually used by managers to reduce impact of cognitive biases on PMS’s implementation | “like in all organisations, I suppose (looking for confirmation nod), relevant decisions start as a kind of democratic debate” (No. 80) | Semi-democratic discussion on key decisions | We generated a set of key measures aimed to manage and reduce the biases at a strategic level (see the second pillar of the model shown in Figure 2) |
| “it would be nice to have possibility of, at least partially, address arbitrariness of deans” (No. 7) | Controlling seniors’ discretion | |||
| “performance management team’s inclusion should be measured, as everything that matters” (No. 62) | Measures of group involvement in key phases | |||
| Value drivers | Goal-oriented reasons to take over practices and measures to reduce impact of cognitive biases on PMS’s implementation | “in my opinion decisions would be clearer to all participants and mostly to deciders (laughing)” (No. 22) | Higher comprehension | Potential outcomes are identified, when cognitive biases are addressed in the PMS’s implementation (see the third pillar of the model shown in Figure 2) |
| “sharing decisions always cause cascading interest, even newness of the system will generate global curiosity and engagement (optimism)” (No. 102) | Top-down engagement | |||
| “for sure general performances would increase through a more weighted PMS” (No. 15) | Performance improvement | |||
| “a new approach like this could make everything more transparent I think […] even more justifiable and so honest, why not?” (No. 66) | Ethical cues | |||
| Main critical issues in adoption a strategy oriented to reduce the impact of the cognitive biases on the performance | Technical, organizational and personal issues met in attempting to reduce impact of cognitive biases on PMS’s implementation | “whether this approach does not exist, there must be a reason” (No. 8) | Cultural factor | Data suggest that the integration need to be addressed by generating a strategic alignment of most critical cognitive biases and act and plan of the strategy (see the connection between second and third pillar in the model shown in Figure 2) |
| “so you know it’s hard to convince a senior to control himself as he would not have I suppose reasons to […] it could look (pause) hard” (No. 37) | Seniors’ control aversion | |||
| “it is currently missing a real approach thus it seems everything difficult” (No. 45) | Rarity of managerial tools for seniors’ control |
| Theme | Description | Sample of data transcribed | Code generated | Main output |
|---|---|---|---|---|
| Practices and measures | Approaches and activities actually used by managers to reduce impact of cognitive biases on PMS’s implementation | “like in all organisations, I suppose (looking for confirmation nod), relevant decisions start as a kind of democratic debate” (No. 80) | Semi-democratic discussion on key decisions | We generated a set of key measures aimed to manage and reduce the biases at a strategic level (see the second pillar of the model shown in |
| “it would be nice to have possibility of, at least partially, address arbitrariness of deans” (No. 7) | Controlling seniors’ discretion | |||
| “performance management team’s inclusion should be measured, as everything that matters” (No. 62) | Measures of group involvement in key phases | |||
| Value drivers | Goal-oriented reasons to take over practices and measures to reduce impact of cognitive biases on PMS’s implementation | “in my opinion decisions would be clearer to all participants and mostly to deciders (laughing)” (No. 22) | Higher comprehension | Potential outcomes are identified, when cognitive biases are addressed in the PMS’s implementation (see the third pillar of the model shown in |
| “sharing decisions always cause cascading interest, even newness of the system will generate global curiosity and engagement (optimism)” (No. 102) | Top-down engagement | |||
| “for sure general performances would increase through a more weighted PMS” (No. 15) | Performance improvement | |||
| “a new approach like this could make everything more transparent I think […] even more justifiable and so honest, why not?” (No. 66) | Ethical cues | |||
| Main critical issues in adoption a strategy oriented to reduce the impact of the cognitive biases on the performance | Technical, organizational and personal issues met in attempting to reduce impact of cognitive biases on PMS’s implementation | “whether this approach does not exist, there must be a reason” (No. 8) | Cultural factor | Data suggest that the integration need to be addressed by generating a strategic alignment of most critical cognitive biases and act and plan of the strategy (see the connection between second and third pillar in the model shown in |
| “so you know it’s hard to convince a senior to control himself as he would not have I suppose reasons to […] it could look (pause) hard” (No. 37) | Seniors’ control aversion | |||
| “it is currently missing a real approach thus it seems everything difficult” (No. 45) | Rarity of managerial tools for seniors’ control |