Accendo Reliability

Your Reliability Engineering Professional Development Site

  • Home
  • About
    • Contributors
    • About Us
    • Colophon
    • Survey
  • Reliability.fm
  • Articles
    • CRE Preparation Notes
    • NoMTBF
    • on Leadership & Career
      • Advanced Engineering Culture
      • ASQR&R
      • Engineering Leadership
      • Managing in the 2000s
      • Product Development and Process Improvement
    • on Maintenance Reliability
      • Aasan Asset Management
      • AI & Predictive Maintenance
      • Asset Management in the Mining Industry
      • CMMS and Maintenance Management
      • CMMS and Reliability
      • Conscious Asset
      • EAM & CMMS
      • Everyday RCM
      • History of Maintenance Management
      • Life Cycle Asset Management
      • Maintenance and Reliability
      • Maintenance Management
      • Plant Maintenance
      • Process Plant Reliability Engineering
      • RCM Blitz®
      • ReliabilityXperience
      • Rob’s Reliability Project
      • The Intelligent Transformer Blog
      • The People Side of Maintenance
      • The Reliability Mindset
    • on Product Reliability
      • Accelerated Reliability
      • Achieving the Benefits of Reliability
      • Apex Ridge
      • Field Reliability Data Analysis
      • Metals Engineering and Product Reliability
      • Musings on Reliability and Maintenance Topics
      • Product Validation
      • Reliability by Design
      • Reliability Competence
      • Reliability Engineering Insights
      • Reliability in Emerging Technology
      • Reliability Knowledge
    • on Risk & Safety
      • CERM® Risk Insights
      • Equipment Risk and Reliability in Downhole Applications
      • Operational Risk Process Safety
    • on Systems Thinking
      • Communicating with FINESSE
      • The RCA
    • on Tools & Techniques
      • Big Data & Analytics
      • Experimental Design for NPD
      • Innovative Thinking in Reliability and Durability
      • Inside and Beyond HALT
      • Inside FMEA
      • Institute of Quality & Reliability
      • Integral Concepts
      • Learning from Failures
      • Progress in Field Reliability?
      • R for Engineering
      • Reliability Engineering Using Python
      • Reliability Reflections
      • Statistical Methods for Failure-Time Data
      • Testing 1 2 3
      • The Manufacturing Academy
  • eBooks
  • Resources
    • Accendo Authors
    • FMEA Resources
    • Glossary
    • Feed Forward Publications
    • Openings
    • Books
    • Webinar Sources
    • Podcasts
  • Courses
    • Your Courses
    • Live Courses
      • Introduction to Reliability Engineering & Accelerated Testings Course Landing Page
      • Advanced Accelerated Testing Course Landing Page
    • Integral Concepts Courses
      • Reliability Analysis Methods Course Landing Page
      • Applied Reliability Analysis Course Landing Page
      • Statistics, Hypothesis Testing, & Regression Modeling Course Landing Page
      • Measurement System Assessment Course Landing Page
      • SPC & Process Capability Course Landing Page
      • Design of Experiments Course Landing Page
    • The Manufacturing Academy Courses
      • An Introduction to Reliability Engineering
      • Reliability Engineering Statistics
      • An Introduction to Quality Engineering
      • Quality Engineering Statistics
      • FMEA in Practice
      • Process Capability Analysis course
      • Root Cause Analysis and the 8D Corrective Action Process course
      • Return on Investment online course
    • Industrial Metallurgist Courses
    • FMEA courses Powered by The Luminous Group
    • Foundations of RCM online course
    • Reliability Engineering for Heavy Industry
    • How to be an Online Student
    • Quondam Courses
  • Calendar
    • Call for Papers Listing
    • Upcoming Webinars
    • Webinar Calendar
  • Login
    • Member Home
  • Barringer Process Reliability Introduction Course Landing Page
  • Upcoming Live Events
You are here: Home / Articles / Only People who are Biased Think they are Not Biased

by Christopher Jackson Leave a Comment

Only People who are Biased Think they are Not Biased

Only People who are Biased Think they are Not Biased

Many of us like to think that we can, at least sometimes, be objective. Which is the opposite of being subjective.

What does this mean? Something is ‘objective’ if it only depends on the world around it, and nothing else. Like the ‘perfect juror’ who is only swayed by facts and evidence when determining if he or she thinks someone is guilty of murder. Something is ‘subjective’ if it can be influenced … by itself. Like the ‘imperfect juror’ who decides to acquit a murder suspect regardless of the evidence … because the suspect is his or her brother. This is called bias.

Humans routinely strive towards objectivity, perhaps optimistically. Being subjective isn’t necessarily a bad thing. It is a trait that animals have evolved over millions of years to essentially ‘rush’ to judgments based on their experiences and knowledge. And in matters of life and death (especially in pre-historic times), we often need to ‘rush’ to judgment to save ourselves or kill that woolly mammoth.

But there is a lingering evolutionary hangover that even the most ‘scientific’ of us can struggle with.

For example, the British Parliament of 1714 offered rewards of up to £ 20 thousand (around £ 3 million today) for anyone that could come up with a methodolgy that allowed ships to be able work out their longitude. Or how far east or west they were. North and south was no problem. There were any numbers of ways of using the stars or sun to work this out. 

But unfortunately because the Earth has the temerity to rotate about it’s axis to create day and night, the sun and stars keep moving from east to west, while never really moving north and south. Lots of ships had sunk because they thought they were further east (or west) than they really were, floundering on rocks they thought were somewhere else.

Enter John Harrison, a carpenter who decided the best way to solve this problem was by coming up with a clock. Why? Because if the navigators on seafaring vessels could know the precise time in London regardless of where they were in the world, they would be able to look at the stars and know where they were supposed to be at that point in time if they were in London. And if they were east or west of London, the stars would correspondingly be east or west. And the extent to which the starts were east or west would let the navigators know how far west or east of London they were (part of this story is the concept of Greenwich Mean Time … but perhaps that needs to be a part of another article).

So Harrison invented a clock that was remarkably accurate. It didn’t matter how rough the seas were, it kept time so well that navigators across the world could use their knowledge of what time it was in London to work out their longitude. And this methodology was used up until the 1970s.

So what was the problem? The British parliament set up the ‘Board of Longitude,’ full of old white guys, would judge the merits of the solutions to the longitude problems that would be sent their way. Including John Harrison’s clock. And even though John Harrison’s clock kept remarkable time on a test return voyage to the Caribbean, meaning longitude could be really accurately measured, those old white guys really didn’t want to award him the prize.

And why did they not want to pay up? Because the solution was not of the ‘type’ they were after. They were hoping that there could be some divine astronomical equations and models that would allow the positions of the stars to be entered into some befuddling table of numbers to then present a longitude estimate. And Isaac Newton was one of the advisors to the board who wasn’t really too keen on clocks in general.

So after decades of argument, some money being sent to Harrison, and the board failing to get their desired ‘astronomical solution,’ Harrison got his prize. The problem was that he was 21 years old in 1714, and 80 years old when he got the last of the prize money. And by this stage his clocks were working very, very well on many, many vessels.

The reality is we are all biased to some degree. The ‘Board of Longitude’ was made up of and advised by lots of people who had demonstrated the capacity for critical thinking, and in many cases had against the grain of history. But they were now largely the ‘same old white guy’ who had similar thoughts on navigation, and the type of solution they thought was best.

It can be very uncomfortable for many of us to mingle with people of different nationalities, socio-economic classes, genders, sexualities, educational pedigrees and so on. I for one really struggle to respect people who don’t like dogs and/or dislike the taste of ice cream.

But the reality is that scientific and engineering endeavours are most successful when we don’t pretend we are free of biases. And when we do this, we usually deliberately create teams with different backgrounds and thought processes to make sure there is a huge range of individual biases that can no longer individually dominate. In short, we make biases lonely.

There are lots of ‘big corporate and government’ organisations where this is not the case. 

Look at the Manhattan Project that developed nuclear weapons in World War II. Without saying that this was a welcome development to humankind, it did represent a major scientific and engineering achievement, full of a vast array of different types of people where bias and prejudice was at least supressed by a singular focus on the project’s clear goal. 

Now look at Robert Oppenheimer. A key part of the Manhattan Project during the war. And a victim of FBI prejudice against those with apparent ‘communist sympathies,’ having to answer questions to the House ‘Un-American Activities Committee’ almost immediately afterwards. Pick one.

So what does this mean for you? There is a saying that you ‘never grow if you stay in your comfort zone.’ And surrounding ourselves with people who are just like us might make us comfortable. But it almost always reinforces biases that we like to think we don’t have.

Which is a really bad thing if you haven’t picked up on that.

Filed Under: Articles, on Product Reliability, Reliability in Emerging Technology

About Christopher Jackson

Chris is a reliability engineering teacher ... which means that after working with many organizations to make lasting cultural changes, he is now focusing on developing online, avatar-based courses that will hopefully make the 'complex' art of reliability engineering into a simple, understandable activity that you feel confident of doing (and understanding what you are doing).

« How Building Better Business Cases Improves Reliability
Data Collection Techniques for Failure Analysis »

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Article by Chris Jackson
in the Reliability in Emerging Technology series

Join Accendo

Receive information and updates about articles and many other resources offered by Accendo Reliability by becoming a member.

It’s free and only takes a minute.

Join Today

Recent Posts

  • Gremlins today
  • The Power of Vision in Leadership and Organizational Success
  • 3 Types of MTBF Stories
  • ALT: An in Depth Description
  • Project Email Economics

© 2025 FMS Reliability · Privacy Policy · Terms of Service · Cookies Policy