It all starts with the application of Human Cognitive Analytics, the statistical analysis of human cognitive data obtained from technologies in digital neuroscience. These technologies consist of computerized tasks or games derived from experimental research that consider information processing time as a marker of thoughts and behaviors.
By presenting visual and sound stimuli and with the support of various devices, such as a mouse, keyboard and microphone, we record leaders' responses in decision-making simulators. Then, through specialized software, it is possible to generate insights (clues) about the decision styles to support the participants' development, in addition to obtaining quantitative data that allow us to know and analyze the organization's cognitive diversity.
At DM.Lab, games are adopted as an active learning methodology on decision-making and applied in corporate education contexts along with several other methods, such as seminars, workshops, individual feedback, mentoring and journal clubs (meetings whose purpose is to discuss the most recent publications of the largest business schools in the world).
The goal is to raise leaders’ understanding of the more spontaneous dimension (or bias) of choices. A robust body of evidence accumulated in research indicates that most human thoughts and behaviors are automatic, guided by environmental habits or triggers, and that this is what can hinder or prolong changes in attitudes in organizational contexts, as well as the achievement of objectives in uncertain scenarios. Being aware of these influences helps leaders to bridge the gap between ideas and actions.