Meaning-Making Machines: Seeing the World Through Our Own Distortions
Human beings are meaning-making machines. We can’t help it.
From the moment we are born and every day thereafter, our brains are busy interpreting the world - what we see, hear, and feel. We construct stories that help us make sense of events, behaviours, and emotions. These stories aim to keep us safe, connected, and in control.
BUT, our interpretations are rarely (never?) neutral.
We see through lenses shaped by our biology (including neurobiology), our past experiences, our culture, and our basic human needs for safety and belonging. Psychologists call these lenses “perceptual distortions or cognitive biases” - systematic ways in which our perceptions deviate from objective reality (if there is such a thing).
I’ve written before about the fundamental attribution error - our tendency to attribute other people’s behaviour to their character (“She’s lazy”) while explaining our own through circumstance (“I’m just exhausted”). It’s one of dozens of unconscious distortions that colour the way we see the world.
Below are a few of the most common and most fascinating ones - to me (you may feel differently!). Each has a purpose. Each also has a cost. And together, they remind us what it means to be gloriously, frustratingly human.
1. Confirmation Bias
What it is:
Perhaps the most well-known of all, confirmation bias, is our tendency to seek, interpret, and remember information in ways that confirm what we already believe.
How it shows up:
In meetings, we pay more attention to colleagues who agree with us.
On social media, algorithms feed us views we already hold.
In leadership, we see what we expect to see in people: potential or threat; ally or foe.
Why it serves us:
It makes life simpler. It reduces cognitive dissonance (when two conflicting things appear to be true) and reinforces our sense of certainty and control - both of which the brain interprets as safety. This is especially helpful in a world of overwhelming stimulation and draws on our attention.
Why it doesn’t:
It closes the door to learning and diversity of thought. When we only look for evidence that proves us right, we miss the chance to see what’s true. In leadership, this can be the difference between supporting someone to succeed and deciding that they need to go.
2. Self-Serving Bias
What it is:
The self-serving bias describes our tendency to attribute successes to ourselves and failures to external factors. If something goes well, it’s because of our talent or effort. If it doesn’t, it’s because of bad luck, the system, or someone else.
In a classic study by Zuckerman (1979), participants who did well on a task attributed it to their ability, while those who did poorly blamed the difficulty of the task.
How it shows up:
We take personal credit for a successful project but blame the team or market conditions when things go wrong.
We rationalise mistakes (“I didn’t have the right data”) and avoid taking responsibility for our part in the problem.
Why it serves us:
It protects our self-esteem. It helps us recover from setbacks and maintain confidence - which can be adaptive and motivating.
Why it doesn’t:
It blocks self-awareness. If we only ever see ourselves as the hero, we can’t grow. And when leaders fall into this trap, they lose the trust and respect of others.
3. In-Group Bias
What it is:
We naturally favour those who belong to our “group” - people who look, think, or act like us. This instinct for tribal belonging is hard-wired. Henri Tajfel’s famous Minimal Group Paradigm (1971) showed that people will show preference and even allocate resources more favourably to members of their own group - even when the groups are formed randomly and meaninglessly (“Group A” vs “Group B”).
How it shows up:
We promote people who remind us of ourselves.
We trust the opinions of colleagues from our own department more than those from another.
We unconsciously bond with those who share our background, accent, or education.
Why it serves us:
It strengthens social bonds and fosters collaboration within groups - a vital part of human evolution. Our ancestors survived by sticking together.
Why it doesn’t:
It fuels exclusion, prejudice, and inequity. When unchecked, it quietly perpetuates systemic barriers - not from malice (though it can absolutely appear that way), but from habit and self-protection.
4. The Halo (and Horns) Effect
What it is:
When we form a positive impression of someone in one area, we tend to assume they’re good in others. The reverse is also true: one negative trait can colour everything else. The term comes from research by Edward Thorndike (1920), who found that commanding officers rated soldiers they perceived as attractive or strong as more intelligent and capable, regardless of actual performance.
How it shows up:
We assume a confident speaker is also competent.
A single poor interaction shapes our view of a colleague’s overall capability.
Leaders can overvalue “star performers” and overlook quiet contributors.
Why it serves us:
It helps us make quick judgments in complex environments. The brain uses shortcuts (heuristics) to conserve energy.
Why it doesn’t:
It distorts fairness. We miss nuance and fail to see people as the multi-dimensional, talented and flawed, humans that we are.
5. Availability Bias
What it is:
We judge the likelihood or relevance of something based on how easily it comes to mind (usually because we have come across it recently or it is highly familiar). Tversky and Kahneman (1973) demonstrated this in studies showing that people overestimate the frequency of dramatic events (like plane crashes) because they’re easier to recall.
How it shows up:
Leaders overreact to recent or emotionally charged events.
Organisations double down on last quarter’s crisis, neglecting long-term strategy.
Parents fear rare dangers while overlooking everyday risks.
Why it serves us:
It helps us make fast decisions when time and data are limited. The brain prioritises information that feels immediate or vivid.
Why it doesn’t:
It makes us reactive. We can over-focus on what’s visible and urgent, rather than what’s important and true.
6. The False Consensus Effect
What it is:
We assume that other people share our beliefs, values, and preferences more than they actually do. Ross, Greene, and House (1977) found that participants who held a particular opinion assumed the majority agreed with them, regardless of actual evidence.
How it shows up:
Leaders assume their team “gets it” when in reality there’s confusion or resistance.
We’re surprised when someone votes differently, chooses differently, or sees the world through another lens. A neighbour voting for the other party, anyone?
Why it serves us:
It strengthens social cohesion and belonging. Assuming alignment keeps interactions smooth and predictable.
Why it doesn’t:
It breeds misunderstanding and disconnect. We can’t lead effectively if we can’t see the world as others do.
Living With Our Distortions
Perceptual distortions aren’t character flaws. They’re features of a brain designed to keep us safe. They simplify the world, conserve energy, and protect our sense of self and belonging.
But left unexamined, they also narrow our field of vision. They cause friction in relationships, reinforce inequality, and limit our growth.
We can’t switch them off. But we can notice them.
We can pause before assuming we know.
We can ask ourselves:
What else could be true?
What might I be missing?
How might someone else see this?
Awareness doesn’t erase our biases. It simply loosens their grip. And that small shift, from certainty to curiosity, might just be the next evolution our species desperately needs.