8/10/2023 0 Comments Knack dungeon scrawl![]() In his book "Blink," Malcolm Gladwell tells a classic example from the 1970s and ’80s: Professional orchestras changed to “blind” auditions, in which each musician seeking a job performed from behind a screen. Such assessments, he concluded, measured not potential but simply conformity. This bias is not new, and it can produce to the opposite error of judgment In the 1950s, when William Whyte administered a battery of tests to a group of corporate presidents, he found that not one of them scored in the “acceptable” range for hiring. The study found that CEOs look significantly more competent than non-CEOs CEOs of large companies look significantly more competent than CEOs of small companies and, all else being equal, the more competent a CEO looked, the fatter the paycheck he or she received in real life.Ī nd yet the authors found no relationship whatsoever between how competent a CEO looked and the financial performance of his or her company. The participants, who didn’t know who was who, were asked to rate the subjects according to how “competent” they looked. Some showed CEOs and some non-executives. In 2010, three professors at Duke’s Fuqua School of Business asked roughly 2,000 people to look at a long series of photos. The people who are the coolest participants in a strategy workshop are not necessarily the ones who are great in the action afterward. IBM is right: Bias is a huge problem in selecting the right people.
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