Business and Rationality
I used to think businesses would be obsessed with rationality, but I was wrong. Every business thinks its foundations and functions are rational. A business is the ship which likes to sail in the water called rationality. But they forget that water flows, that it is the sailor who controls the water and the ship, and the sailor is a person, a human. So, what does it depict? A business can never be completely separated from psychology, because the visionary behind this ship brings human emotion and bias into every decision. Let's dive in to see for yourself!
I am rational
A business loves to say, "I am rational" and continues to testify the claim using numbers like KPIs, forecasts, and dashboards to drive profits. But humans decide what gets measured, interpret those numbers, and choose what to do with them in the first place. So, you see the self-contradiction here? Though the existence of numbers neither helps the business's argument soar high nor does it weigh down my argument. It simply expands the water for us to notice the contradiction.
I am psychological
You have heard the business's side of the argument; now hear mine. Business being a ship, run by a human/sailor, hides behind the numbers to support rationality while the sailor remains in a profoundly human shape. No matter how solid your numbers are, they still have to be acted upon by the people on board after all. Passengers are flawed and faithful as much as they are benign and benevolent; ergo, those personal lenses bear upon business decisions.
Inside the Boardroom
Every chair is occupied twice. Beside every founder sits ambition. Beside every manager sits ego. Beside every investor sits fear. Beside every marketer sits hope. These invisible passengers are not visible in the reports.
Show me a KPI that says:
- Ego: 92%
- Fear: High
- Confirmation Bias: Present
Businesses don't have minds. People do. Therefore, business decisions can never be completely separated from psychology.
This is where the paradox of artificial intelligence begins. AI can process the numbers, identify the patterns, and accelerate the decisions, but it cannot replace the psychological forces that give those decisions purpose.
Before Husn, our team was also logic-obsessed. But an epiphany came. We watched marketing agencies crave content that didn't look manufactured, and web developers push back against generic, AI-coded sites. We realized that "humanising Husn" couldn't just be a buzzword, as it meant designing our AI around human judgment, keeping human approval at the core, and refusing to build tools that try to replace the people steering the ship.
Rationality gave businesses structure, but psychology gave them direction. Numbers can tell a company where it stands, but human understanding determines where it should go. The future of AI, therefore, is not the removal of humans from the ship, but the creation of a better compass for the sailor.