000			01517nam a22001457a 4500
999			_c515882 _d515882
008			210210b ||||| |||| 00| 0 eng d
100			_aNagtegaal, R., Tummers, L. and Noordegraaf, M. _924182
245			_aDesigning to debias: Measuring and reducing public managers’ anchoring bias
260			_aPublic Administration Review
300			_a80(4), Jul-Aug, 2020: p.565-576
520			_aPublic managers’ decisions are affected by cognitive biases. For instance, employees’ previous year's performance ratings influence new ratings irrespective of actual performance. Nevertheless, experimental knowledge of public managers’ cognitive biases is limited, and debiasing techniques have rarely been studied. Using a survey experiment on 1,221 public managers and employees in the United Kingdom, this research (1) replicates two experiments on anchoring to establish empirical generalization across institutional contexts and (2) tests a consider‐the‐opposite debiasing technique. The results indicate that anchoring bias replicates in a different institutional context, although effect sizes differ. Furthermore, a low‐cost, low‐intensity consider‐the‐opposite technique mitigates anchoring bias in this survey experiment. An exploratory subgroup analysis indicates that the effect of the intervention depends on context. The next step is to test this strategy in real‐world settings.- Reproduced
773			_aPublic Administration Review
906			_aPUBLIC ADMINISTRATION
942			_cAR