Blog Post
Why Your Company’s Decision-Making Frameworks Become Less Diverse Over Time (and What to Do About It)
Most organisations begin with a mix of decision-making frameworks — from outcome-focused achievers to risk-aware analysts and people-first collaborators. However, over time, something shifts. People begin to approach decisions in a more uniform way. This change does not occur because diversity of thought disappears; instead, individuals unconsciously start to mirror the dominant thinking styles of those in power.
Dr. Juliet Bourke’s research shows that leaders influence not just what decisions are made, but also how others learn to frame problems and solutions. If left unaddressed, this drift quietly erodes cognitive diversity. It narrows an organisation’s ability to think critically, adapt creatively, and make inclusive, well-rounded decisions.
The Impact of Leadership on Decision-Making
Bourke found that employees often adjust their natural decision-making frameworks to align with their leaders. This alignment isn’t always intentional; it’s a subtle shift. If a leader is outcome-focused, that becomes the standard. If they emphasize speed and options, others adapt to think in those terms.
In many Western companies, leadership tends to be highly outcome-oriented. Decision-making then becomes increasingly dominated by outcomes and options — focusing on what needs to be done and how quickly it can be accomplished. While these are important considerations, an overemphasis on them can push other vital frameworks aside.
The Psychology Behind the Shift
The narrowing of decision-making frameworks is driven by several well-documented cognitive and social biases:
Similarity attraction bias: People are drawn to others who share similar thinking patterns. Leaders often support those who reflect their own style.
In-group bias: When a dominant thinking style takes hold within a team or organisation, individuals who align with that approach are seen as insiders, while others may be quietly excluded.
Over time, this creates a feedback loop. Teams are built for compatibility rather than diversity. New voices adapt to conform. Slowly, different ways of thinking disappear from the decision-making table.
Why Cognitive Diversity Matters
When organisations lose cognitive diversity, they lose valuable perspective. Dr. Juliet Bourke’s research indicates that inclusive leaders — those who actively integrate various decision-making frameworks — can reduce decision-making error rates by up to 30%.
If an organisation relies too heavily on just one or two frameworks (usually outcomes and options), it can lead to serious pitfalls, such as:
Overlooking stakeholder needs
Underestimating risk
Ignoring essential processes and evidence
Confusing speed with quality
Creating blind spots that emerge only after decisions are made
In short, decision-making may become faster, but it does not necessarily improve in quality.
How to Safeguard Diverse Decision-Making Frameworks
To avoid the drift toward homogeneity in decision-making, here are four practical steps any organisation can implement:
Make Decision-Making Frameworks Visible
Most individuals do not realize how their thinking has shifted to match their environment. Tools like Wizer’s Decision Profiles help illuminate individual and team decision frameworks. This way, you can assess which perspectives are over- or underrepresented.
Design Deliberately for Balance
Avoid relying on chance to ensure a diverse mix of thinkers in the room. Intentionally build decision-making panels considering different frameworks. Ask yourself: Are we accounting for people and processes? Have we considered evidence and risk?
Challenge Leadership Homogeneity
Encourage leaders to acknowledge their own dominant styles and to create space for differing viewpoints. This approach goes beyond simply being open to input; it involves valuing diverse thinking as a strategic asset.
Hire for Contribution, Not Just Fit
“Culture fit” can often lead to hiring individuals who are too similar. Instead, consider how candidates can enrich your organisation's decision-making mix, rather than just conforming to it.
Stop the Drift Before It Starts
One of the most effective strategies to maintain cognitive diversity in decision-making is to map decision-making frameworks early. This proactive approach prevents leadership influence from causing them to converge.
This is where tools like Wizer’s Decision Profiles come into play. By understanding each team member’s natural decision style from the outset, organisations can:
Preserve a healthy mix of perspectives
Identify dominant trends before they become blind spots
Design balanced decision-making processes from the beginning
Think of it as a cognitive snapshot — capturing how people really think before hierarchy, conformity, or culture reshape their thinking.
In most organisations, decision-making frameworks do not start narrow; they become narrow. By recognizing this pattern and acting early, you can foster a culture that not only talks about inclusion, but thinks inclusively too.
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