COGNITIVE BIAS AND THEIR INFLUENCE ON PERSONNEL MANAGEMENT EFFICIENCY AND THE ADOPTION OF STRATEGIC SOLUTIONS
DOI:
https://doi.org/10.32782/psy-visnyk/2025.3.34Keywords:
cognitive biases, personnel management, strategic thinking, decision-making, behavioral economics.Abstract
The scientific article presents a theoretical analysis of the issue of cognitive biases as a factor that systematically influences the effectiveness of personnel management and strategic decision-making. The historical and scientific foundations of the concept of cognitive biases are revealed within the framework of cognitive psychology, the philosophy of knowledge, and behavioral economics. It is emphasized that cognitive biases should not be regarded as accidental anomalies of thinking but rather as stable patterns of distortion arising from bounded rationality, heuristic processes, emotional determination of judgments, and social context. Particular attention is given to the mechanisms of bias formation within the structure of an individual’s cognitive activity. The interrelation between cognitive distortions, critical thinking, and intuitive decision-making processes is analyzed. The role of emotional and cognitive factors in the formation of erroneous judgments is explored. It is established that the influence of biases is particularly pronounced in the sphere of economic behavior and enterprise management: they distort financial decisions, increase the risk of strategic errors, and shape skewed economic expectations. Manifestations of cognitive distortions in the processes of personnel selection, evaluation, and motivation, as well as in team interaction, conflicts, and feedback, are examined. It is argued that systemic neglect of such biases reduces the effectiveness of HR procedures and disrupts the quality of organizational interaction. Strategies for mitigating the influence of cognitive distortions in strategic management are summarized, including the implementation of procedural safeguards, critical reflection, and decision hygiene techniques. The materials of the article provide a theoretical foundation for further research into cognitive bias in managerial practices and are of practical value for professionals in HR, management, and organizational consulting.
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