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Anchoring can skew decisionmaking from "summary" of Judgment in Managerial Decision Making by Max H. Bazerman,Don A. Moore

The concept of anchoring refers to the tendency for individuals to rely too heavily on the first piece of information they receive when making decisions. This initial piece of information, or anchor, can then influence subsequent judgments and decisions, often leading to biased outcomes. When individuals are presented with an anchor, whether it be a suggested price, an initial estimate, or any other piece of information, they tend to adjust their subsequent judgments based on this anchor. This adjustment is often insufficient, resulting in a skewed decision that is closer to the anchor than it should be. Anchoring can skew decision-making because individuals fail to make adequate adjustments from the initial anchor. This can lead to suboptimal decisions, as individuals may rely too heavily on this initial information and fail to consider other relevant factors. Furthermore, anchoring can be particularly problematic in situations where there is a lack of clear or objective information. In these cases, individuals may rely even more heavily on the initial anchor, leading to potentially significant biases in decision-making. Additionally, anchoring can be difficult to overcome, as individuals may not even be aware of the influence that the anchor is having on their decisions. This can make it challenging to correct for biases resulting from anchoring, further exacerbating the potential for skewed decision-making.
  1. Understanding the concept of anchoring and its implications for decision-making is crucial for individuals looking to make more rational and informed choices. By being aware of the influence of anchors and making a conscious effort to adjust for biases, individuals can improve the quality of their decisions and avoid the pitfalls of skewed decision-making.
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Judgment in Managerial Decision Making

Max H. Bazerman

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