Here’s what it might feel like:
It wasn’t that what first came to mind was always wrong; it was that its existence in your mind led you to feel more certain than you should be that it was correct.
From “Michael Lewis’ The Undoing Project: How do ER surgeons avoid dumb, deadly mistakes? Ask their doctor.” In other words, you go with what feels right, and that guides the data you find and how you interpret it.
When your orientation locks, you don’t stop thinking. Rather, you fall into a pattern of thinking that you can’t break out of because it feels right. At least two things can make this worse. One is the phenomenon of “incestuous amplification,” where you ignore or explain away anything that appears to conflict with the pattern, and another involves deliberate actions by your opponents — deception.
Breaking out can be extremely difficult. Incestuous amplification, well, amplifies the effect. And egos get involved. The only device that pretty much always works is to get outside the system, as the Toronto hospital in the article did. But this involves both training — so that everybody is aware of the problem (such mutual awareness is an aspect of Einheit, of course) — and an organizational climate that reinforces the humility to admit that you’re wrong, even among friends, colleagues, and enemies.
Creating such a climate, and I think you’ll find Boyd’s EBFAS climate will work well for this, is a primary task of leadership.