Decision-Making Bias Reduction through Structured Communication Frameworks: An Empirical Study

AbstractDecision-making biases such as confirmation bias, anchoring, and groupthink continue to impair judgment across industries, resulting in costly errors, reduced innovation, and diminished stakeholder trust. While previous research has examined cognitive and procedural interventions to mitigate these biases, less attention has been given to the role of structured communication frameworks in bias reduction. This conceptual paper proposes an integrative model linking structured communication to the mitigation of decision-making biases across diverse organizational contexts. Drawing on dual-process theory and the Shannon–Weaver communication model, we argue that communication frameworks such as SBAR (Situation Background–Assessment–Recommendation) and the nominal group technique can systematically disrupt intuitive, error-prone cognitive shortcuts by fostering deliberate, transparent, and evidence-based exchanges. The proposed model highlights the mediating role of bias reduction in improving decision quality and the moderating effects of team diversity and psychological safety. This work contributes to the theoretical understanding of decision-making processes while offering actionable insights for leaders seeking to enhance decision quality through communication design. Future research directions and practical implications for cross industry application are discussed.