Few execs have impressed me as much as the COO of a major firm who told his team of VPs this: "The decision we've got to make will not help my career an iota. I might even lose my job as a result. But it's the right decision to make for our business."
In contrast to that COO, it's very difficult for any of us to escape egocentrism. We tend to read situations, build perceptions and create expecations from our own personal bias. We make decisions in our behalf. In short, it's utterly human to be biased in our favor.
A US News and World Report from January 30, 2005, had these survey results:
Question: "If someone sues you and you win the case, should he pay your legal costs?" --85% answered yes.
Question: "If you sue someone and lose the case, should you pay his costs?" --44% answered yes
Again, as Max Bazerman points out, it's difficult for any of us to escape egocentrism. When you're negotiating, typically you first decide on a certain interpretation, belief or outcome that will benefit you--and make you feel good. Then you decide on ways to justify this decision. So when people are faced with the possibility of having someone else pay their court costs, they're liable to argue it's fair. It discourages frivolous lawsuits and ensures that only the guilty party suffers.
It's a different story when you're suing and losing the case. Then, far fewer think it's fair for the one who sued and lost to pay court costs. The bias of egocentrism applies to all kinds of decisions, personal and organizational.
What's the best way to overcome egocentrism? The starting point is to become aware of it, and try to correct it. I was intrigued that when Judge Sotomayor faced questioning about her bias, among the first things she declared was the necessity of identifying and setting aside one's bias in order to make more legally accurate judgments.
Personal bias can be very costly. We can lose friendships and even our business over it. The attempt to look at our decisions more fairly--with less bias--leads to greater efficiency and success over the long haul.