Good Intuition or Fear and Uncertainty: The Effects of Bias on Information Systems Selection Decisions

Abstract

IS selection decisions are traditionally viewed through a techno-rationalist lens; however, it is clear that numerous biases affect the decision makers. In this paper, we have categorised common types of biases into four groups. Firstly, information biases distort information and how it is weighted. Secondly, cognitive biases are "games" decision makers play to simplify information processing. Thirdly, risk biases distort the way information is used in order to minimise risk. Finally, uncertainty biases act to reduce the uncertainty surrounding decisions. In this paper, we have developed a framework for conceptualising how these biases interact and affect decisions.After introducing the framework, we use it to examine specific Information Systems acquisition decisions in two organisations. The first organisation is a not-for-profit Australian health and aged care group that purchased a Patient Management System. The second organisation is an Australian higher education institution that purchased an Enterprise Resource Planning system. The paper concludes that the framework is useful; however context has an important role in determining the effects of bias on decision outcomes.

Informing Science and Andragogy: A Conceptual Scheme of Client-Side Barriers to Informing University Students

“…Further, bias may have positive or negative influences on decision-making, depending to some degree on such factors as level of uncertainty, rigor, and transparency in decision-making (Jamieson & Hyland, 2006). The influence of bias in an informing system, as defined by Jamieson and Hyland, is shown in Figure 1.…”

“…According to Jamieson and Hyland (2006), "... bias is a function of the contextual influences such as organisational culture, organisational history, organisational relationships, internal organisational structures, politics, composition of the decision making body and organisational size." Further, bias may have positive or negative influences on decision-making, depending to some degree on such factors as level of uncertainty, rigor, and transparency in decision-making (Jamieson & Hyland, 2006).…”

“…He further noted that these barriers can be related to clients' mental models and motivation. Much of his 2011 work is based in earlier work by Jamieson and Hyland (2006), which we explore now, before going more deeply into Gill's research. Jamieson and Hyland's (2006) work on bias in information system decision making concentrates on bias inherent in the client.…”

“…Much of his 2011 work is based in earlier work by Jamieson and Hyland (2006), which we explore now, before going more deeply into Gill's research. Jamieson and Hyland's (2006) work on bias in information system decision making concentrates on bias inherent in the client. They identify four types of biases "that affect decision making and are prevalent in the literature."…”

Research Themes in Complex Informing

“…In reviewing the informing sciences literature on the subject, it then identifies a model that captures many of the issues relating to resonance: Jamieson and Hyland's (2006) filter model. That model proposes that information on its way to the client must first pass through as series of filters, described as: 1) information biases, 2) cognitive biases, 3) risk biases, and 4) uncertainty biases.…”