Asymmetric Influencing

Studies show that 90% to 95% of our decisions go through the imprinted shortcuts in our brains. We don’t really think about them. In other words, only 5% to 10% of our decisions are made consciously. The rest are handled by our imprinted ‘codes’, through our cognitive biases.

Understanding the science of coding allows us to see this hidden area, or at least most of it. This allows us to exert influence in an area which remains hidden to the person(s) we are influencing. We gain an asymmetric influencing and decision making advantage. We can make better decisions than the other party and we can influence them without their being aware of it.

Diagram - Asymmetric Decision Making

This is a very powerful advantage and its ethical use is paramount. A good example of putting all of this to good use is the many “nudge” techniques (ref. Richard Thaler) being used in the world today.

Just as importantly, we need to be aware of our own red ‘impact zone’ - the area we are blind to but may be obvious to others. We can shrink this area by learning about the science of coding and the many behavioural business tools CodeBreakers can make available. Or, if we do not want to go to that level of understanding, we can always design a decision making architecture that filters out both the cognitive decision making traps and the attempted influencing by others through our ‘red zone’.