Ten Human Instincts Shaping Our Decisions If Unchecked
We like to think we’re rational, especially at work. But underneath the surface, we’re all running on instinct more than we realise. It’s not bad. These patterns evolved to help us survive. They kept our ancestors alive. The problem is that some of those instincts don’t translate well in modern workplaces.
They can cause us to misjudge, resist change, or hold back when it matters most. And if we don’t recognise it when it’s happening, we stay stuck in old habits that limit growth, not just for us but for the people we work with.
Here are 10 ways instinct still runs the show, plus a quick check to see how you respond.
1. Quick Judgments
We judge people based on how we perceive them (the way they look, talk, and carry themselves). It’s automatic. Our brains are scanning: threat or no threat? But in a hiring meeting or during a project review, that same instinct can close us off.
Which sounds more like you?
A) I pause and ask questions before forming a view.
B) I usually trust my gut right away.
2. Sticking To The Familiar
We’re drawn to people who share a similar background, way of thinking, and sense of humor. It feels easy and safer. However, this tendency can hinder effective collaboration. Different views challenge us in a good way.
What do you tend to do?
A) Make an effort to include different voices.
B) Gravitate to people who think like me.
3. Fear Of Being Wrong
Nobody likes rejection. We’re wired to avoid it. Speaking up a bold and controversial opinion feels risky because it is. Staying quiet may feel safe, but it comes at a cost.
When you have something to say, do you…
A) Speak up even if it’s uncomfortable.
B) Hold back to avoid being shot down.
4. Wanting Control
Control is used to mean safety. However, today’s world is messy and unpredictable, with remote teams, shifting goals, and unexpected turns. Trying to control everything usually backfires.
In uncertain situations, do you…
A) Focus on what you can influence and stay open.
B) Clamp down, trying to keep everything on track.
5. Avoiding Tough Stuff
We all avoid discomfort: by having hard conversations, giving feedback, and owning up to mistakes. But dodging it creates bigger issues down the line. It’s also known that embracing being out of our comfort zone allows growth.
When things get uncomfortable, do you…
A) Face it and try to move through.
B) Delay or avoid the issue.
6. Craving Praise
Recognition lights up the brain because it releases a dopamine rush, which creates pleasure, and it feels good. But when we depend on it too much, the search for validation becomes a trap. We can’t lead well if we’re chasing approval.
If recognition is low, do you…
A) Keep doing the work with purpose
B) Feel unseen and start disengaging
7. Labeling People Fast
We put people in boxes to simplify our compartmentalisation of what’s safe or unsafe. It happens fast. But those labels can shut people out before we’ve even heard them.
When you meet someone different from you, do you…
A) Get curious.
B) Get cautious.
8. Holding On To The Negative
Bad experiences are usually unforgettable. That’s normal; it’s how we remember what hurt and prevent it from happening again. But if we only focus on what went wrong, we miss what’s working.
When a project fails, do you…
A) Learn and reset.
B) Replay it and get stuck in the frustration.
9. Needing Certainty
Our brains love clear answers. Unfortunately, growth lives in uncertainty. If we can’t sit with not knowing, we’ll avoid risk and progress.
How do you react to ambiguity?
A) I stay open and try things.
B) I push for clarity too soon.
10. Protecting Yourself First
Stress hits, and we go inward. It’s instinct. But in team settings, that self-focus can weaken trust. Leading well means stepping out of protection mode and accepting vulnerability.
When things go sideways, do you…
A) Share the load with the team.
B) Focus on covering yourself.
Also Read: Education Without Educators- The Hypocrisy in How We Treat Teachers
What Your Answers Might Say
This isn’t a formal test, but it can help you spot patterns in how you respond to instinct.
If you had mostly A’s: You’re probably pretty self-aware. You’ve done the work, or are actively doing it, to recognize your instincts and choose a thoughtful response over a reactive one. Keep going. This kind of awareness is what strong collaborators and leaders are made of.
If you had mostly B’s: You might be operating more on autopilot than you realize. That’s not a failure; it’s human. But it’s a signal to pause, reflect, and maybe start challenging some of your default reactions. Growth starts with noticing.
If your answers were split about 50/50: You’re likely in the middle of the process, aware of some patterns but still navigating others. That’s a great place to be. It means you’re noticing and starting to make choices. Keep leaning in, and you’ll build more intention into how you work and lead.
Final Thoughts
These instincts are human. They’re not evil. But they don’t always serve us now. They often block the very things we need more of openness, flexibility, empathy, and courage.
The key isn’t to fight instinct. It’s to notice when it kicks in to pause before reacting and asking, “Is this helping me or just protecting me?”
Growth takes work. But the more we lean into self-awareness, the more we grow as individuals, teammates, and leaders.
Because at the end of the day, maturity isn’t about not having instincts. It’s about not being ruled by them.
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About the Author: Sara Yahia
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I’m Sangeeta Relan—an educator, writer, podcaster, researcher, and the founder of AboutHer. With over 30 years of experience teaching at the university level, I’ve also journeyed through life as a corporate wife, a mother, and now, a storyteller.
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