By: Dr. Michael J. Salamon

How do we make decisions? How do we process information and use it to help us determine which decisions are appropriate for us to make?

The human brain is an intricate organ. It processes voluminous amounts of information every second and responds instantly to complex data. To operate that way, the brain uses algorithms, allowing us to react rapidly. Evaluating this process is an enlightening study of the brain and how a mind works.

Most people believe they spend some time, albeit briefly, thinking their thoughts through before reacting. This process of introspection, looking into one’s own mind and only then reacting, should be part of the process. Freud, however, pointed out that this process is not easily accomplished. He wrote, “I cannot analyze myself unless I have the support of what I find on the outside.” In reality, even if we did stop and take a second or two to think about a decision before voicing one, there are underlying factors, mostly unconscious, that cause us to react without complete consideration.

Some of the unconscious processes that determine how we react are designed to help us respond rapidly. This can, at times, be a good approach because it allows us to reflexively use behaviors that have worked in the past. However, sometimes when we think we are listening to someone we are not always actually hearing what is being said. This may lead to false comparisons between prior behaviors and what is needed now.

There are a range of psychological principles that explain why people do not always reason rationally. These theories fall into one of three categories: heuristics, bias, and social pressures.

Heuristics are shortcuts based on experience that allow us to reach a goal in our decision-making process. The classic example of how heuristics work and may fail us was performed in an experiment in 1966. Dr. Charles Hofling performed a study in a hospital setting. He had a man call the charge nurse and identify himself as a Doctor. This otherwise unidentified man told the nurse to give a patient a rarely used drug at twice the appropriate dose. Virtually all the nurses contacted in this experiment had to be stopped from giving the medicine to the patient. The nurses used a heuristic:  the title Doctor, caused them to take a shortcut and react without checking the appropriateness of the medication and dose. This is a very common shortcut; we react to the title a person uses rather than evaluating the relevance of the message itself.

Most people are familiar with the phrase confirmation bias, when the beliefs we have affect how we assimilate new information. In other words, we are not always objective about ourselves and our beliefs. If we have a strong opinion we may hold fast to our bias, even if we are presented with significant information to the contrary. One of the most common biases is the belief that our community is better than someone else’s. Another common bias is motivated by political leanings in which we believe that our position is by far the most righteous one.

Social pressures and social belonging are also strong motivators in preventing the processing of information and making rational decisions. Back in the early 1950’s Stanley Schachter, a social psychologist, found that when group members disagreed with most of their group, or if they attempted to change the opinions that members of the group held, they were ostracized. Many well-established studies since then have validated these findings. Social pressure can be so strong that it can lead to a phenomenon known as pluralistic ignorance. This occurs when most group members privately reject a group norm but go along with it due to the mistaken assumption that most of their group accept it. Belonging to a group is a necessity for an individual’s well-being as well as their emotional and physical health. In fact, socialization is considered a necessity in order for humans to survive.

Given these internal pressures to react in reflexive ways, it may seem that we have no chance to change and enable more logical and profound thinking. Research suggests otherwise. In order to overcome the inclination to react reflexively, one must simply change a single behavior; we must take the time to think systematically. This is simple in concept but it takes effort to change. Training ourselves to take the time to reason it through allows us to develop a useful heuristic, a shortcut that will direct our thinking to a more nuanced understanding.

To overcome confirmation bias some suggest training ourselves to be objective but that does not work. However playing devil’s advocate does work. It allows us to frame our position and evaluate the strength of our perceptions more honestly.

Social pressure can be dissuaded by confronting the fear of rejection. Blind obedience to a group because of fear causes anxiety that can become chronic. While it is important to belong, it should not be out of a sense of unease.

Thinking clearly about who we are, where we fit, and what is truly important are the ultimate goals for a healthy faith-based life. It takes effort but is ultimately highly rewarding.

Dr Michael J. Salamon, a fellow of the American Psychological Association, is the founder and director of ADC Psychological Services in Hewlett, New York and on the consulting staff of North Shore University Hospital, a division of Northwell Health. He is the author of numerous articles, several psychological tests and books, and is a 2018 APA Presidential Citation Awardee.