A Research Paper By Mila Ivanova, Transformational Coach, BULGARIA
Cognitive Biases and Their Impact on Coaching Practice
Our brain is an immensely powerful and complex machine that helps us deal with everyday reality. But it is much more than that – the way we think influences our emotions and in turn our actions and behaviors. Often certain hidden beliefs or unproductive perspectives stand in the way of us achieving our potential or obscure our thinking so that we are unable to connect with our true self. Thus, understanding a person’s mental map of reality can be incredibly valuable in a coaching context as it can help tackle the challenges and pave the path forward with clarity. The current research paper explores precisely these systematic thought processes that might not always be working in our favor, or different cognitive biases, and proposes ways of addressing them in a coaching session.
Cognitive Bias – The Literature
The term “cognitive bias” was introduced back in the early 1970s by Tversky and Kahneman (1972) to describe systematic inclinations in human thinking that often divert from the tenets of logic and plausibility. Tversky and Kahneman (1972) argued that abiding by the laws of bounded rationality, the human brain is designed to make assumptions about the external world based on the imperfect information it has access to, which inevitably leads to errors under certain circumstances.
Research on cognitive biases has gained traction over the past fifty years, resulting in numerous studies from the fields of psychology, social sciences, and neuroscience (Wilke and Mata 2012; Korteling and Toet, 2022). Theories diverge in their interpretation of the root causes of biases. The psychological literature suggests they result from cognitive shortcuts people take to deal with the limited or incomplete data they have, or from a lack of expertise. More recent research from the field of neurosciences argues that biases have to do with the inherent workings of our brains which were originally designed to perform basic physical and perceptual functions and to ensure the survival of our hunter-gatherer ancestors (Korteling and Toet, 2022).
Putting aside the discussion around the root cause of biases, the importance of acknowledging and tackling them is indisputable. Their existence in a person’s mind has been linked with the onset and maintenance of depression (Everaert and Koster, 2020), as well as with addiction (Gladwin et al., 2016). Cognitive bias modification (CBM)techniques are used to tackle addiction by reducing the impact of automatic processes (Gladwin et al., 2016). Cognitive biases and, more specifically, their effect on an investigator’s perception of a particular case, have also been studied. Confirmation bias and groupthink have been linked to the possibility of dismissing or explaining away information proving the innocence of a person (Markey, 2012). The development and persistence of anxiety in youth and its links to cognitive bias have also been documented (Sicouri, 2023). The broad span of the cited studies across various different and yet very important topics only emphasizes the value of exploring cognitive biases and their application in a coaching context in greater depth. Below is a list of a few of the most common biases, alongside a short definition of each one of them and an example of how they can show up in a coaching session.
Cognitive Bias |
Definition |
Coaching Implications/Scenario |
Confirmation Bias |
The tendency to selectively search for or interpret information in a way that confirms our preconceptions |
One hangs out with people who have similar viewpoints and tends to ignore/dismiss even valid opinions that threaten one’s worldview. The client might find it challenging to resolve a personal situation (to see from the other person’s eyes) or to receive feedback from the coach |
Gambler’s Fallacy |
The tendency to think that future probabilities are influenced by past events (i.e. series of roulette wheel spins) |
The goal one wants to accomplish can be influenced by past experiences when too much weight is placed on prior events. A client with a limiting belief that something cannot be achieved because it has gone wrong before |
In-Group Bias |
The tendency to give preferential treatment to people who are perceived as members of one’s own group |
A client may be inadvertently limiting their circle of friends by being less open and willing to forge bonds with people they perceive as outside of the group. Critical thinking abilities may be clouded by group dynamics |
Negativity Bias |
The tendency to focus more on the bad news and to somehow perceive them as more important or profound |
Can make one think more negatively in life, which in turn has an impact on mood, choices, motivation, and ability to achieve goals |
Observational Selection Bias |
The tendency to notice the same patterns the more we think about them (i.e. we read a book we are excited about and start seeing synchronicities related to it everywhere) |
Can be great if the mind has focused on something positive, but it can also lead to an intense focus on something negative to which one can give even greater importance the more they see it around because of the wavelength with which the mind has synced. Helpful to recognize and shift in a coaching session to be able to productively move forward. |
Bandwagon Effect |
The tendency to conform and go with the crowd, even if it is not in tune with our personal beliefs |
This can lead to feelings of disconnect and a lack of genuine belonging as one is hesitant to show their true self to the world. The client may hold back certain information during a session. |
Status-Quo Bias |
The tendency to fear change and to try to stick to the same routines (same meal at a restaurant, same job, etc.) |
Can create stagnation, difficulty in letting go of situations that no longer serve us, and a lack of spontaneity in daily life |
Probability Neglect |
The inability to grasp an accurate sense of peril and risk (i.e. thinking that driving is safer than flying) |
This can result in not assessing accurately the viability of the actions one sets out to do |
Endowment Effect |
The tendency to think something we own is worth more than its market value, or more than we would otherwise pay for it if we did not own it |
Can result in overvaluing possessions, and emotional attachment to material things and can preclude a client from selling something at a reasonable price |
Fundamental Attribution Error |
The tendency to attribute the actions of others to their character and personality, while attributing your own behaviors to external factors outside your control |
This can result in holding others accountable, while adopting a more lenient approach for ourselves, thus leading to difficulties in dealing with relationship issues |
The Halo Effect |
The tendency for positive or negative impressions we form about something or someone in one area to positively or negatively influence our opinion in other areas |
One sees a well-dressed, well-versed person in front of them and one assumes they have a college degree and a stable job. Expanding a client’s thinking beyond following patterns can be extremely enlightening and useful |
Hindsight Bias |
The tendency to convince yourself after an event that you accurately predicted what would happen |
Can lead to overconfidence when placing bets or investing, to recklessness in gambling, or making important decisions. Remembering to always stay humble and grounded, applying sensible logic in the here and now could be helpful for clients who find themselves in this position |
Illusory Correlation |
The tendency to see an association between two variables which are not actually related |
Paves the way for the creation of stereotypes (i.e. going to the dentist is always painful and unpleasant). Making clients aware of this can help them deal with some long-lasting phobias or preconceived unproductive ideas |
Mere-Exposure Effect |
The tendency to develop a preference for a particular thing merely because you are exposed to it, or familiar with it |
Studies show that the more often people see a person, the more pleasing they perceive that person to be. Having an awareness about this can help discern what one’s true feelings and thoughts are |
Projection Bias |
The tendency to believe that our current values, emotions, and beliefs will remain the same in the future |
One makes short-sighted decisions based on current emotions, decisions that will not necessarily work in the future. Might be difficult to align with our long-term goals (i.e. losing weight). Recognizing the idea that our values and emotions can and probably will change in the future, can help create sustainable traction with one’s long-term goals and set up lasting support structures |
Sources: The Decision Lab (2023), Healy (2017), Wilke and Mata (2012)
Cognitive Bias Wide Application
The cognitive biases discussed in the previous section have a wide application across different life situations. It is useful for coaches to be aware of them so that they can be identified during coaching conversations with clients. The coach can then help the client to, in turn, become aware of these biases and try to address them. Tackling cognitive biases enables the client to filter out the noise, clarify their thoughts, and connect in a deeper, more authentic way with their values, perceptions, and beliefs, unclouded by the tricks of the mind. This in turn, especially when we are at a crossroads, leads to making rational decisions that are beneficial for us in the long run. What follows are a few exercises that can be used in a coaching context to work with cognitive biases.
Cognitive Restructuring
This exercise can be applied to address the negativity, status quo, and confirmation biases. It consists of a number of steps listed below.
- The coach listens actively and evaluates the client’s thoughts to find opportunities for effectively evoking awareness questions that will address some preconceived notions.
- Some useful thought-provoking questions can include:
- What is the worst thing that could happen in this situation?
- What are the implications of you looking at the world from this perspective?
- How would you like to show up instead?
- What are the facts that you know for sure? What proof lies behind the fear/hesitation?
- What can you do which is within your control to handle the situation?
- What can you do differently next time?
- Have the client write down the thoughts they have expressed, those that are holding them back (and are linked with some of the biases) in one column on the left.
- Have the client write against each statement on the right, the facts that they truly know.
- Finally, looking at the last two steps and the two columns, ask the client to write a transformational sentence for each of the unproductive thoughts listed previously. This sentence should be based on facts and needs to have a more nuanced perspective, one derived from a growth mindset. An example is shown below:
Thoughts |
Facts |
Change |
I am always so disorganized. (Confirmation bias – the client holds on to the idea that they are disorganized and finds excuses with everything to continue procrastinating) |
I do tend to finish tasks on time, just sometimes at the last moment. |
I need to devise a plan to help me focus and have a deadline I can stick to. |
My life is boring and uneventful. (Status-Quo Bias – the client lacks spontaneity in their life, they always go to the same places when going out with friends, they have been at the same job for a while and everything has begun to look a bit tedious) |
I am hesitant to make changes (even small ones) across various aspects of my life |
I can challenge myself to try out something new this week and see how I feel |
The Camera Lens Metaphor Exercise
This tool, used in Positive Psychology (Poole and Alberts, 2023) can be successfully applied to deal with biases that narrow our viewpoint and make us focus on one aspect to the exclusion of other factors that play a role. It can be used to deal with fundamental attribution error, the endowment effect, and the Halo effect because it helps the client step out of the current situation they are in and look from a broader perspective. Let us imagine the following hypothetical two situations:
Situation 1 (Fundamental Attribution Error): Client S. comes in and complains that their colleague has recently started acting strangely at work – slacking, being evasive, and rude with other colleagues. “My colleague has become an impossible person to deal with”, the client says.
Situation 2 (Endowment Effect): Client K. has been trying to sell her house for a while, unsuccessfully, and she thinks real estate agents are trying to deceive her when they advise her that the property is over-valued and she needs to reduce the price.
When the client is looking at these situations from a camera lens, they are focusing close-up on the subject, forgetting about the scenery and the contextual information. The one thing S. sees is her colleague’s behavior at that moment, making assumptions about their character, excluding the possibility of external influences being at play. What K. focuses on is the realtor’s unprofessional approach, without considering the possible effects of her emotional attachment to the property. To see the bigger picture, the client needs to zoom out on a particular situation. S. can then acknowledge that her colleague has problems at home which explains this sudden change of behavior, and K. can realize she is too emotionally attached to the house, with all the wonderful memories there and this is clouding her judgment. Zooming out opens the mind to new possibilities and new avenues to deal with the situation at hand and to overcome inherent biases.
Cognitive Bias Benefit
Stopping to identify and acknowledge the existence of cognitive biases can be very beneficial for clients in a coaching context, and in life in general. It helps clients make rational decisions that honor their true selves and values. It can also help with setting goals and devising action steps that are more likely to be sustainable and bring benefits in the long term. For example, a simple awareness of the projection bias can make us a savvier grocery shopper who knows how current emotions or body sensations of hunger are linked to impulse purchases or unhealthy eating habits, resulting in us avoiding shopping on an empty stomach and devising rules to curb the effects of the bias. Identifying biases can also be of benefit for the coach to be aware of potential stumbling blocks in the client-coach communication and to find ways of circumventing them.
References
Everaert, J. and E.H.W. Koster, E.H.W. (2020). The Interplay Among Attention, Interpretation, and Memory Biases in Depression: Revisiting the Combined Cognitive Bias Hypothesis. In: T. Aue, H. Okon-Singer (Eds.), Cognitive Biases in Health and Psychiatric Disorders: Neurophysiological Foundations, Elsevier: 193-213.
Gladwin, T.E., Wiers, C.E., and Wiers, R.W. (2016). Cognitive Neuroscience of Cognitive Retraining for Addiction Medicine: From Mediating Mechanisms To Questions Of Efficacy. Progress in Brain Research, Vol. 224: 323-344.
Healy, P. (2017). The Fundamental Attribution Error: What It Is & How To Avoid It. Harvard Business School Online: Business Insights.
Kahneman D, Tversky A (1972). “Subjective probability: A judgment of representativeness” (PDF). Cognitive Psychology. 3 (3): 430–454.
Korteling, J.E. and Toet, A. (2022). Cognitive Biases. Encyclopedia of Behavioral Neuroscience (Second Edition), Elsevier: 610-619.
Markey, J. (2012). Criminal Investigational Ethics. In: Downs, J.C.U. and Swienton, A.R. Ethics in Forensic Science, Chapter 9. Elsevier: 255-279.
Poole, L. and Alberts, H. (2023) Resolving Jealousy Using the Camera-Lens Metaphor. Positive Psychology Toolkit: 17 Gratitude Appreciation Exercises. Available at: https://positivepsychology.com/
Sicouri, G. (2023). Chapter 14: Anxiety in Youth with Asthma and Cognitive Behavioral Therapy. In: Martin, C.R., Patel, V. and Preedy, V.R. Handbook of Lifespan Cognitive Behavioral Therapy. Elsevier: 157-170
The Decision Lab (2023). Why do We Think our Current Preferences will Remain the Same in the Future?
Wilke, A. and Mata, R. (2012). Cognitive Bias. Encyclopedia of Human Behavior (Second Edition), Academic Press, San Diego: 531-535.