More on Cognitive Bias - Ten Troublesome Human Instincts or Cognitive Misconceptions cont. 6

6. Urgency instinct (want to take immediate action in the face of perceived imminent danger or risk, ie 'now or never'; linked with fear and a single-minded focus which can reduce your ability to think things through, ie
"...call to action makes you think less critically, decide more quickly, and act now......it creates......a constant sense of crisis......stress or apathy..."
Hans Rosling et al, 2018

It is about acting quickly with insufficient evidence; it has an evolutionary advantage, ie when facing perceived imminent danger, it is better to act quickly rather than analyse.

However, with less imminent dangers now present, the urgency can make you feel stressed and activate other instincts which are then harder to control, ie
"...blocks us from thinking analytically, tempts us to make up our minds too fast, and encourages us to take drastic action we haven't thought through..."
Hans Rosling et al, 2018

You have a different attitude to future risk, ie tend to ignore it and not to worry about it.

Most major problems need
"...systematic analysis, thought-through decisions, incremental actions, and careful evaluation..."
Hans Rosling et al, 2018

Need to be careful of exaggeration as this can undermine your credibility, trustworthiness and reputation. For example, blaming the role of climate change on wars and conflicts, or poverty, or migration, etc can develop cynicism in the general population so they switch off. Furthermore, it can transfer the necessary attention away from all the causes of climate change.

Need to learn to act on the data, rather than from instinct and fear.

NB
"...When we are afraid and under time pressure and thinking of worst-case scenarios, we tend to make really stupid decisions. Our ability to think analytically can be overwhelmed by an urge to make quick decisions and take immediate action..."
Hans Rosling et al, 2018

To control the urgency instinct

- need to ask for more time

- need to ask for all relevant information

- be aware of predictions and forecasts as to predict or forecast the future accurately is impossible

- use a range of scenarios, not just best or worst case

- use step-by-step practical improvements and continually evaluate their impacts)