LeadershipHQ Magazine 3rd Edition September Issue | Page 15

When we think about the key
components and processes of
sound decision making, most of
us tend to first think of our brain’s
ability to use logic and reason to
examine the facts of a situation
and the possible outcomes.
Since our emotions are often
hard to quantify, much less control, we tend to place a higher
value on the information and
other feedback that we receive
from our “rational” mind. We
prefer facts and figures from
spreadsheets and data reports
over general impressions and
other feedback based on human interaction.
Is the Bias Towards the Rational Mind Logical?
From an early age, our parents,
schools and other organisations
urge us to think with our “heads”
rather than our “hearts.” So, it
should come as no surprise to
anyone that most of us try to
avoid relying on the information
that we receive from our “gut instincts,” or “feelings.”
As individuals, this bias for
“cool reason” carries over and
affects how we see and value
others. Most of us tend to have
more admiration and respect
for those leaders that we see as
calm and rational, rather than
those whom we view as emotional.

Current research in the fields
of neurology and cognitive science, however, now suggests
that these biases and beliefs that
value rational logic over emotional feedback are way off the
mark. In fact, leaders and others
that discount their feelings and
emotional reactions lose out on
feedback that can help them
connect with their intuition and
guide them to better outcomes
when ma