Decision-Making & Biases
Cognitive biases, heuristics, risk perception, and better decision processes.
Analysis paralysis in hiring
When hiring stalls under endless evaluation, leaders can spot causes and use clear criteria, deadlines, and accountability to convert assessment into timely hires.
Anchoring Effect in Negotiations
How initial numbers or frames steer workplace negotiations and practical communication techniques to spot, question, and reduce unwanted anchoring effects.
Anchoring effects in job offers
How the first salary or figure in hiring shapes expectations and decisions, and practical steps to spot and manage anchoring in job offers.
Availability bias in risk assessment
How teams let vivid or recent stories shape perceived risks: signs, causes, and practical meeting-level tactics to rebalance anecdote-driven decisions with data.
Bias Blind Spot and Self-Assessment
Bias blind spot and self-assessment: the tendency to miss your own biases while spotting them in others, and practical, evidence-based ways to make workplace evaluations fairer.
Choice Overload and Consumer Decisions
How too many product choices slow decisions at work: signs, common causes, and practical steps managers can use to simplify options, set defaults, and speed approvals.
Choice overload in hiring
Choice overload in hiring is when too many candidates, criteria, or signals slow decisions—showing as longer time-to-hire, expanding shortlists, and delayed offers.
Choice overload when hiring
Choice overload when hiring happens when too many candidates or unclear criteria slow decisions—leading to delays, inconsistent comparisons, and avoidable re-opened searches.
Confirmation bias at work
Confirmation bias at work is the tendency to favor evidence that confirms existing views, shaping hiring, meetings, and decisions; learn to spot signs and apply process fixes.
Confirmation Bias in Hiring
Confirmation bias in hiring is the tendency to favor information that matches an early impression of a candidate, skewing interview notes, debriefs and final hiring decisions.
Decision by proxy and hidden biases
How leaders end up relying on proxies and unseen biases in workplace choices—signs, causes, triggers, and practical steps to detect and correct them.
Decision Fatigue at Work
Decision fatigue at work is the decline in decision quality after many choices; it shows as late-day shortcuts, postponed items, and reliance on defaults—manageable by scheduling and process changes.
Decoy Effect in Pricing Strategy
How adding a clearly inferior option shifts choices: managers can spot decoys in pricing, test impacts on conversions vs. retention, and set rules to prevent misleading choice architecture.
Framing Effects on Stakeholder Choices
How presentation, wording, and context shift stakeholders’ choices at work, with practical signs and communication-focused fixes to make decisions more objective.
Groupthink and How to Avoid It
How groupthink narrows debate in meetings and team decisions — signs to watch for and practical meeting-level tactics to surface better alternatives.
Hindsight Bias in Postmortems
Hindsight bias in postmortems is when outcomes make past decisions look more predictable than they were, skewing team reviews and blocking useful learning.
How to prevent groupthink
Practical steps to prevent groupthink at work: spot the signs, understand common causes and triggers, and use structured tactics to keep critical debate alive in team decisions.
Mental Shortcuts (Heuristics) at Work
How quick mental shortcuts shape workplace choices—what heuristics look like, why they occur, common triggers, and practical steps leaders can use to reduce costly mistakes.
Narrow framing in scope decisions
Narrow framing in scope decisions is treating projects too narrowly—ignoring dependencies and future phases—leading to rework, missed impacts, and coordination costs in the workplace.
Organizational Herding
Organizational Herding is the tendency for people at work to copy visible choices rather than evaluate independently, creating momentum that can hide risks and reduce innovation.
Overconfidence and Risk Taking
How inflated certainty pushes workplace choices toward bigger risks, how to spot the patterns in proposals and approvals, and practical checks to rebalance decisions.
Overconfidence in project timelines
Why teams give overly optimistic delivery dates, how that shows up in plans and meetings, and practical steps leaders can use to create more realistic, resilient timelines.
Overprecision and missed risks
Overprecision and missed risks is excessive certainty in forecasts that hides plausible problems at work, causing blindsides; learn signs and manager-focused ways to reduce surprises.
peak-end rule in employee experience
How memorable highs and final moments shape employees' overall impressions — and practical steps leaders can use to design peaks and endings that improve experience.
Planning horizons and procrastination
How the span of planning affects delay at work: why short or vague horizons encourage procrastination and practical manager-oriented steps to reduce last-minute rushes.
Risk aversion versus experimentation in teams
A practical guide to recognizing and managing the balance between playing safe and running experiments in teams, with signs, causes, triggers, and actionable leader-focused strategies.
Risk Perception Biases among Managers
How managers systematically misjudge uncertainty at work, how that affects approvals and resource choices, and practical steps to reduce perception-driven mistakes.
Satisficing vs maximizing at work
Compare satisficing and maximizing at work: how teams choose acceptable options versus seeking the best, signs it’s happening, common triggers, and practical management tactics.
Selective memory bias in team storytelling
How teams selectively edit and repeat workplace stories, why that skews learning and accountability, and practical meeting-level steps to surface fuller accounts.
Statistical Thinking for Better Decisions
Practical guide to using statistical thinking at work: spot noise vs. signal, ask the right comparison questions, run simple tests, and set decision rules so leaders avoid costly overreactions.
Status quo bias in policy adoption
Explains how preference for the current state blocks workplace policy changes, shows signs in meetings and documents, and gives practical steps to move decisions forward.
Sunk cost fallacy at work
How leaders spot and counter the sunk cost fallacy at work: recognizing signs, redesigning decision gates, and practical steps to stop wasting time and resources on aging initiatives.
Sunk Cost Fallacy in Projects
How past investments drive continued commitment to failing projects, how that appears in workplaces, and practical manager-focused ways to detect and stop it.
Temporal Discounting and Planning
How workplace choices favor immediate gains over future payoff—recognize signs, triggers, and managerial steps to protect long-term planning and outcomes.