This new article [Reducing the impact of cognitive bias in decision making: Practical actions for forensic science practitioners – ScienceDirect] presents a really clear account of strategies that practitioners can take as individuals to reduce the risks or impact of cognitive biases in forensics (the authors and abstract are copied below). It provides a great access point directly to mitigation strategies and signposts some of the key literature in the area. Another good source in the UK is the Forensic Science Regulator’s guidance on cognitive bias effects.

At the Forensic Voice Centre, we have a formalised information strategy which we implement in every case to ensure that the evidence is impartial, protected against bias effects, and robust to cross-examination on these issues. In complex cases, we will discuss and agree a strategy for managing bias with our clients.

Kimberly S. Kunkler ^a, Tiffany Roy ^b

^aForensic Science Graduate Program, Marshall University, 1401 Forensic Science Drive, Huntington, WV, 25701, USA

^bForensicAid, LLC, West Palm Beach, FL, USA

Abstract

Previously published methods for reducing the impact of cognitive bias in forensic decision making have focused primarily on actions at the laboratory or organizational levels. This paper presents generalized and specific actions that forensic science practitioners can take to reduce the impact of cognitive bias in their work. Practical examples illustrating ways that practitioners can implement many of the specific actions are also provided, along with some suggestions for handling court testimony about cognitive bias. The actions presented in this paper provide a means through which individual practitioners can take ownership for minimizing cognitive bias in their work. Such actions can provide supporting evidence to stakeholders that forensic practitioners acknowledge the existence of cognitive bias and its potential influence on their work, and they can also stimulate implementation of methods that focus on solutions at the laboratory and organizational levels.