THE ROLE OF COGNITIVE BIASES IN MANAGERIAL DECISION-MAKING AND MECHANISMS FOR THEIR REDUCTION

Abstract

This article analyzes the manifestation characteristics of the human factor, specifically various cognitive biases (psychological biases), within the managerial decision-making processes of organizations and enterprises, as well as their negative and positive impacts on the final quality of decisions. The psychological nature of cognitive errors frequently encountered by managers during information processing, situational assessment, and strategic planning phases—such as confirmation bias, overconfidence, and the anchoring effect—is examined. Over the course of the study, pedagogical-psychological and organizational-methodical mechanisms, including de-biasing techniques, aimed at the early detection of these destructive systemic biases within management systems and the mitigation of their adverse consequences were developed, and their effectiveness was scientifically substantiated