AEVRYNINTELLIGENCE
AEVRYNINTELLIGENCE
Every article here is anchored to a real experiment — Wegner's white bears, Asch's lines, Simons and Chabris's gorilla — and traced through to what it means for how your organisation decides, designs and performs.
Wegner's 1987 thought-suppression experiments explain why reassurance during organisational change so reliably backfires — and what to say instead.
A 1935 experiment with coloured words explains why your operations dashboard slows people down — and why adding clarity usually means removing information.
Working memory holds far less than most strategy processes assume. Miller's 1956 paper explains why long option lists produce worse decisions, not more thorough ones.
Tversky and Kahneman showed in 1974 that a demonstrably random number shifts expert estimates. Your budgeting process is probably built on this flaw.
A 1951 experiment with three lines on a card explains why consensus in your leadership meetings may be an artefact of seating order rather than agreement.
The 1999 study is widely cited and widely misused. What it actually shows has direct consequences for how you interview, promote and assess capability.
Ebbinghaus mapped memory decay in 1885. Corporate learning has spent well over a century designing as though he never published.
Sweller's cognitive load theory separates the difficulty of the work from the difficulty your systems add to it. Most process improvement targets the wrong one.
Skitka's 1999 experiments showed that people miss events they would otherwise catch when an automated aid is present. This is the central risk in AI adoption.
A 2011 study of parole rulings suggested judgement degrades across a session. The finding is contested — and the operational lesson holds either way.
Tversky and Kahneman's 1981 Asian disease problem showed that logically identical options produce opposite choices. Your strategy papers are framing devices whether you intend them to be or not.
Half the observers in Simons and Chabris's 1999 study missed a person in a gorilla suit. Your monitoring roles are built on the assumption they would have noticed.