City/county managers operate at the intersection of leadership, governance, and public service, where their decisions impact the lives of countless residents, businesses, and stakeholders. However, decision-making is rarely straightforward. Cognitive biases, logical fallacies, and mental shortcuts can cloud judgment, undermine public trust, and complicate governance. This three-part series, “Navigating Biases: Practical Decision-Making Strategies for City/County Managers,” delves into these challenges while offering actionable insights to help managers lead effectively in an increasingly complex environment.

Through this three-part series, readers will gain a deeper understanding of how these psychological tendencies influence decision-making and learn strategies to mitigate their effects. Each installment builds upon the last, comprehensively exploring city managers’ tools and approaches to navigate challenges and uphold accountability, transparency, and public trust.

This first article explores the evolving role of city managers over the past century, emphasizing how the role has evolved from technical oversight to strategic leadership and community engagement. It introduces the central theme of cognitive biases, heuristics, and logical fallacies, setting the stage for deeper exploration in subsequent sections.

The second article examines specific cognitive biases and heuristics, such as confirmation bias, anchoring, and the framing effect. Real-world examples illustrate their impact on municipal decision-making, offering practical insights into how city/county managers can recognize and address these challenges.

The final article focuses on logical fallacies and inferential heuristics, presenting actionable strategies for city/county managers to improve decision-making processes. Managers can mitigate flawed reasoning and build resilient, inclusive communities by fostering critical thinking, engaging diverse perspectives, and implementing evidence-based practices.

Whether managing a community of 5,000 or 500,000, the insights from this series will help local government leaders deliver high-quality services, make sound decisions, and foster lasting trust within their communities.

The Evolving Role of City Managers and Cognitive Challenges

Local government management is no longer just about technical administration but about leadership, accountability, and navigating increasingly complex decision-making landscapes. Over the past century, the role of city/county managers has transformed, requiring a shift from operational oversight to strategic leadership and community engagement. This evolution has placed managers at the forefront of fostering collaboration, promoting inclusivity, and guiding policy decisions that align with the diverse needs of their communities.

At the core of this challenge is the need to recognize and address cognitive biases, logical fallacies, and heuristics that can distort decision-making. These mental shortcuts can lead to flawed reasoning, eroding public trust and reducing the effectiveness of governance. Smaller municipalities, where managers juggle multiple roles, often face amplified risks of decision-making errors. However, by embracing critical thinking, evidence-based practices, and transparent communication, managers can overcome these challenges and deliver high-quality services.

Over the past century, the role of city/county managers has evolved significantly, transitioning from technical administrators focused on day-to-day operations to key leaders deeply involved in policy formation and community engagement. Initially, managers were seen as responsible for managing the routine functions of a city or county with minimal involvement in policymaking. However, as their role expanded, managers began advising elected officials on policy decisions solidified in local ordinances. This shift positioned them as organizational leaders. In recent decades, their responsibilities have evolved to actively engage the public in decision-making processes and prioritize community relations, reflecting a broader commitment to inclusive governance.

Regardless of the size of the community, managers now play a pivotal role as community builders, promoting collaboration and guiding decision-making amidst diverse and sometimes conflicting interests. The 2012 ICMA State of the Profession survey highlighted that most city managers prioritize providing information, hearing input, and obtaining feedback from residents, reinforcing the shift toward more participatory governance.

As city/county managers’ roles have evolved to encompass strategic leadership and community engagement, their decision-making challenges have grown more complex. Cognitive biases, logical fallacies, and heuristics often operate unnoticed, yet their impact on governance can be profound. Next month, in part two of the series, we will explore specific biases and heuristics—such as confirmation bias, anchoring, and the framing effect—and examine their influence on local government decision-making through real-world examples. Understanding these cognitive tendencies is the first step toward mitigating their effects and enhancing the quality of governance.

JON QUINDAY, ICMA-CM, is interim city manager of Abilene, Kansas, USA.