Unconscious Bias in the Boardroom

Unconscious Bias in the Boardroom

Good corporate governance places the responsibilities supported by a formal structure of board committees. However, appropriate as they may be, they  are likely to be insufficient in the presence of behavioural factors that can lead to flawed decisions, and calls attention to a number of social and psychological factors which may detrimentally impact on the quality of boardroom decision-making, including conflicts of interest, emotional attachments, dominant personalities, complacent or anchored attitudes, a reluctance to involve non-executive directors in important decisions, the existence of no-go areas, and inappropriate reliance on previous experience and decisions.

pdf Download pdf (0.0 KB)

Also on KPMG.com

bias in the boardroom
The role of an independent director presumes that the director does not have these preferences or can make decisions without being affected by them. Independent directors acting in good faith are likely to be believe that they are either unbiased or can overcome their biases. Research demonstrates that people are often both unaware of biases and more importantly, how their biases affect their decision making.
pdf Download pdf (0.0 KB)

Connect with us


Request for proposal



KPMG’s new-look website

KPMG has launched a state of the art digital platform that enhances your experience and provides improved access to our content and our people, whatever device you are on.

Read more