Status quo professional#
Examples of Status Quo Bias in the Workplaceīelow are some examples of how status quo bias may come into play in a professional environment:Īn employee has the opportunity to join a different department at her company. In addition, status quo bias plays a role in an employee’s ability to adapt to new processes and procedures. If executives and managers aren’t willing to take risks that could benefit the business at large, the company could begin to stagnate. Status quo bias can also hinder the growth trajectory of a business. Your ingrained preference for stability keeps you from judging different options fairly, which may cause you to miss out on valuable opportunities. Simply put, status quo bias negatively affects your ability to make decisions. This tendency to keep things the way they are can have a considerable effect on how people behave in virtually any aspect of life. Change naturally invites risk, and people may be uncomfortable putting themselves in situations where the outcome is uncertain. Status quo bias is a cognitive bias based in emotion. ” They conducted decision-making experiments to show that when given the choice between the status quo and a new option, individuals were more likely to stick with what they already knew. The term was coined in 1988 by researchers William Samuelson and Richard Zeckhauser in the academic article “ Status Quo Bias in Decision-Making. Status quo bias is defined as the preference for maintaining one’s current situation and opposing actions that may change the state of affairs. Find out what status quo bias is and how you can address it at your organization. According to Gartner, the typical organization today has undertaken five major organizational changes over the past three years.
Status quo software#
Whether it’s deciding what to order at a restaurant or selecting a new software for your company, choosing something you’re already familiar with is often the most tempting path.īut if businesses want to stay competitive, change is necessary.
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