Why Smart People Make Bad Decisions at Work (and How to Fix it)
First, a quick note of gratitude. If you participated in our survey or shared it with a decision-maker at your organization, we thank you. With your help, we are able to achieve insights that are helping GAABS advance the fields of behavioural and decision science.
Every day, millions of professionals make decisions that shape careers, budgets, and organizational futures. They're smart, experienced, and confident. So why do so many of these decisions go wrong?
Our first-ever comprehensive study of workplace decision-making reveals a troubling answer: confidence without competence.
The Confidence-Competence Gap
We surveyed 105 professionals across sectors and found something remarkable—91% believe they have above-average decision-making skills. Yet nearly half (45%) admitted that they lack structured habits and processes for making important decisions.
This isn't about intelligence. These are capable professionals with years of experience. But experience alone doesn't create decision expertise—especially in complex, uncertain environments where feedback is delayed or distorted.
Three Critical Findings
Hidden Challenges Are Everywhere: Beyond well-known biases, professionals struggle with fundamental process clarity (46% don't know what decision process to follow), emotional regulation (30% can't manage stress during decisions), and organizational dysfunction (64% find meetings ineffective).
People Seek Help in the Wrong Places: While 88% seek advice, they overwhelmingly turn to personal contacts (82%) rather than decision science experts. Personal networks often lack neutrality and expertise needed for high-stakes choices.
Education Has Failed Us: 85% say their primary/secondary education didn't prepare them for workplace decisions. The gap continues in higher education (63% felt unprepared) and at work (85% receive no formal decision training from employers).
What Organizations Can Do
The good news? There's enormous appetite for change. Nearly 85% of professionals want decision-making training from their employers—but they want it done right. That means:
Contextual learning tied to real work challenges
Evidence-based approaches from behavioral science
Ongoing practice rather than one-off workshops
Structural changes that support good decision processes
Moving Forward
Decision-making is too important to leave to chance. Organizations that invest in systematic decision competence will outperform those that assume it develops naturally.
The question isn't whether your people are smart enough to make good decisions. It's whether you're giving them the tools, training, and systems they need to succeed.
Read the full research report at www.gaabs.org/research.
Want to bring this study to your organization? Contact us at info@gaabs.org.