Herd wisdom or collective stupidity? Skills to navigate the information overload age
This article explores the psychological impact of the information age on project management and decision-making. It highlights how constant access to data and information is altering our cognitive processes, leading to potential manipulation of thought patterns on both individual and societal levels. The piece emphasises the importance for project managers to understand cognitive biases and their implications in organisational settings. It also discusses the broader societal impacts of these psychological influences, particularly in politics and media, and calls for a balanced approach to internet freedom and responsibility.
KK Ong
11/2/20202 min read
The Hidden Psychological Shift in the Information Age
The Internet of Things (IoT), big data, and predictive analytics have revolutionised our world, but a subtler yet equally powerful psychological movement is reshaping how we think and make decisions. Project management professionals must grasp this shift to navigate the evolving landscape of the fourth industrial revolution.
The Cognitive Impact of Information Overload
Our constant access to vast amounts of data through preferential news notifications, curated social media feeds, and "intelligent" search engines is fundamentally altering our cognitive processes. Research has shown that when people are aware that information is readily available online, they are less likely to commit it to memory. Similarly, regular GPS users have experienced a decline in their innate sense of direction.
The Power of Psychological Manipulation
The ease with which our minds can be influenced has significant implications. When combined with political and power dynamics, this malleability creates unprecedented opportunities to shape public opinion over extended periods.Nobel laureates Daniel Kahneman and Richard Thaler pioneered work in behavioural economics, revealing powerful methods to influence decision-making by leveraging psychological, cognitive, emotional, cultural, and social factors. This research has paved the way for large-scale behavioural manipulation, sometimes referred to as "nudging," which exploits cognitive biases.
Organisational Implications
Project and change managers must become well-versed in cognitive biases to effectively navigate this new landscape. With over a hundred recognised cognitive biases, ranging from the ambiguity effect to stereotyping, understanding these psychological fault lines is crucial for countering misinformation and building resilience in organisational reasoning.
Societal Impact and the Future of Information
The 2016 U.S. presidential election serves as a prime example of how cognitive biases and information manipulation can shape national events. The Pew Research Centre reports a nearly even split in expert opinions on whether the problem of misinformation will improve or worsen in the coming decade.
Conclusion
As information professionals, we must equip ourselves with knowledge of cognitive biases, deep scientific understanding, and political management skills. The future of project management and decision-making will require a delicate balance between leveraging technological advancements and safeguarding against psychological manipulation.
In the words of Buckminster Fuller, "You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete." It's time for project managers to lead the way in creating new models that promote informed, unbiased decision-making in our hyper-connected world.