Imagine making a crucial decision at work, believing you're being completely objective, only to realise later that unseen biases influenced your judgment. Biases, often subconscious, shape our perceptions, decisions, and interactions. While they are natural, can they be overcome? And if so, how can leaders create an environment where structured decision-making replaces instinctive biases?

These were some of the thought-provoking questions discussed in the insightful fireside session on 'Breaking Our Biases: Can We Overcome Roadblocks in Our Thinking?' at People Matters TechHR Singapore 2025. Moderated by Kevin Chua, Chief HR Officer at United World College Southeast Asia, the session featured Lynn Dang, Director-APAC People at Snapchat, who shared her experiences in HR leadership, decision-making biases, and the importance of fostering an inclusive workplace culture.

Bias and Leadership Effectiveness

Bias is not just a personal issue—it deeply impacts leadership effectiveness and organisational performance. As Kevin opened the discussion, he posed a direct question to the audience: "How many of you have biases?" Almost every hand in the room went up. He continued, "Do you think AI can eliminate bias?" The response was mixed, sparking a debate on whether technology mitigates or amplifies biases.

Lynn acknowledged that biases are an inherent part of human decision-making, particularly for leaders. "Leaders reach their positions because of their ability to make impactful decisions. However, as they ascend, they receive less and less feedback, making it harder to recognise and correct their biases," she explained.

She referenced Daniel Kahneman’s Thinking, Fast and Slow, highlighting how leaders predominantly operate in ‘System 1’—the fast, instinctive mode of thinking—when making everyday decisions. "This is where biases thrive the most," she pointed out. To counteract this, structured decision-making mechanisms are essential.

One example she shared from Snapchat is the Devil’s Advocate approach, where a team member is assigned to argue against a group consensus. "This challenges assumptions and ensures a well-rounded discussion before arriving at a decision," she said.

The Role of Self-Awareness and Feedback

Kevin and Lynn agreed that the foundation of overcoming biases is self-awareness. Kevin noted, "When leaders are under pressure, they must make fast decisions, which heightens the risk of bias." To counteract this, he emphasised the importance of structured reflection and generative conversations.

Lynn built on this point, highlighting that leaders must actively seek feedback. "Great leaders create an environment where decisions can be questioned and biases can be addressed. If the space for open reflection isn’t there, biases will go unchecked," she said.

One crucial element is intellectual humility. "Strong leaders openly discuss their past mistakes and what they learned from them. This normalises self-correction and continuous improvement," she added.

Diversity of Thought and Psychological Safety

Bias thrives in environments that lack diversity of thought. Kevin posed the question: "How do we support leaders in cultivating diverse perspectives?" Lynn outlined three key strategies:

• Inclusive Hiring Practices: Going beyond gender and race to ensure diverse lived experiences in teams. She noted that even small changes, such as wording in job descriptions, can significantly impact the diversity of applicants.
• Fostering an Inclusive Culture: "It’s not enough to hire for diversity; leaders must create a culture where people feel safe to express their perspectives," she emphasised. This requires intentional efforts from leadership to encourage dialogue and challenge assumptions.
• Encouraging Alternative Viewpoints: She shared an example of a leader she admired who begins meetings by collecting perspectives before sharing their own opinion. "This simple approach ensures that every voice is heard, especially those who might hesitate to speak up," she said.

Kevin reinforced this with a personal anecdote from his time working in Japan, a culture where people tend to be more reserved. "Instead of asking, ‘Do you agree with me?’ I’d ask, ‘What risks do you see in this approach?’ That framing encouraged more honest responses," he shared.

Leveraging Technology to Overcome Bias

Lynn, coming from a tech background, highlighted the role of technology in mitigating biases. At Snapchat, tools such as anonymous brainstorming platforms and digital whiteboards help surface diverse perspectives.

"Many decision-making processes rely on verbal input, which disadvantages introverts or those from cultures where speaking up is less common. By using digital tools, we can level the playing field and capture a broader range of perspectives," she explained.

Common Biases in Leadership and How to Address Them

Lynn outlined some of the most prevalent biases that affect leaders:

• Affinity Bias: "We naturally gravitate towards people with similar backgrounds or interests. Being aware of this can help leaders be more intentional in forming diverse relationships," she said.
• Confirmation Bias: "Leaders under pressure tend to seek information that confirms their existing beliefs rather than challenging them. Regularly playing Devil’s Advocate can counteract this," she advised.
• Action Bias: "The urge to react quickly can lead to flawed decisions. Pausing to reflect before taking action can lead to better outcomes," she explained.

Final Takeaways: Leading with Awareness and Intentionality

As the session concluded, the key message was clear: biases cannot be eliminated, but they can be managed through awareness, intentionality, and structured decision-making.

Kevin summarised the discussion powerfully: "Great leadership is about creating an environment where decisions are made with thoughtfulness, inclusivity, and self-awareness. It’s about knowing when to slow down and challenge our own thinking."

Lynn left the audience with a final thought: "We all have biases, but acknowledging them is the first step. The next step is putting in place the right structures and processes to ensure they don’t dictate our decisions."

The conversation at People Matters TechHR Singapore 2025 served as a compelling reminder that overcoming biases is not a one-time effort but an ongoing practice—one that requires constant reflection, feedback, and a commitment to fostering diverse perspectives.

What biases might be shaping your decisions today? And what steps will you take to break them?