Conversion.Cards
These first two are special. They are the exact reason why we need this deck and should always remind us how irrational we might be.
Bias Blind Spot
We see ourselves as less biased than other people and fail to see the impact of biases on our own judgment.Naïve Realism
We tend to believe that we see reality as it really is – objectively and without bias, and that people who disagree with us must be uninformed, irrational, or biased.Aesthetic-Usability Effect
We are strongly influenced by the aesthetics of an interface and perceive visually appealing designs (and attractive products) to be much more intuitive and easier to use.Affect Heuristic
Our emotions affect our judgement and decisions.Ambiguity Effect
We dislike uncertainty and lack of information so we tend to prefer options for which the chance of positive outcome is known and avoid the ones we consider ambiguous.Anchoring
We tend to rely too heavily on an initial piece of information (even arbitrary or irrelevant) to make subsequent judgments during decision making.Attentional Bias
Our perception is affected by factors in our attention (especially by recurring thoughts).We tend to focus on elements that are salient or relevant to us and overlook others.
Authority
We tend to comply with, follow the lead of, and be influenced by authority figures (including any perceived experts in different fields) with the implicit assumption that they may have greater wisdom and accuracy of opinions.Availability Cascade
Our collective beliefs are shaped by the available information and emotional reaction to it.As an idea gains more attention (in media) and is discussed (repeated) more often, its availability increases, therefore it becomes more plausible, is adopted by more people, and this, in turn, spreads it even further.
Availability Heuristic
We tend to judge the importance, frequency, or probability of events by the ease with which they come to mind.Familiarity is not easily distinguished from truth.
Bandwagon Effect
We tend to adopt behaviours and ideas or follow particular actions just because many other people do or think this way.a.k.a Herd Behavior
Belief Bias
We tend to evaluate arguments by how plausible the conclusions are (and how aligned they are with our values, beliefs, and prior knowledge).Choice Overload
We find it more difficult to make decisions (so we are less likely to make them) when a large number of options is available. Time constraints, accountability, and preference uncertainty can further increase choice complexity.a.k.a Overchoice
Clustering Illusion
We tend to see phantom patterns or clusters in data and associate some meaning with them.We tend to underpredict the amount of variability possible in small samples of random data.
Cognitive Fluency
We prefer things that are easy to process.An idea that is easy to process is likely to be perceived more positively, as more trustworthy, and of higher value.
Cognitive Load
Our attention and working memory are limited in both capacity and duration.Slow and deliberate thinking requires significant mental effort.
Confirmation Bias
We tend to search for, focus on, and favour information that confirms our beliefs or hypotheses and ignore information that is inconsistent with them.Congruence Bias
We tend to test only our initial hypotheses and disregard possible alternatives.We are more concerned to confirm our ideas are correct rather than to find the best answer.
Contrast
Contrast (the difference between elements in a composition) affects our pre-attentive and visual processing.An element with high contrast is seen first and gets primary attention.
Courtesy Bias
We might hesitate to express our true opinions and provide honest negative feedback and rather give answers that are socially correct, polite, or positive so as not to offend anyone.Curse Of Knowledge
We project our knowledge and experience onto others. So we assume they know what we know and understand us much better than in fact they do.It is extremely difficult for us to think about something from the position of ignorance.
Decoy Effect
Adding a third inferior option (decoy) might change our perception and preferences between the initial two.A decoy makes the choice easier.
a.k.a. Asymmetric Dominance Effect
Default Effect
We tend to choose the default option over all others, especially when the degree of uncertainty is high and the choice is difficult.Distinction Bias
We tend to overestimate the significance of small differences between options when comparing them in a joint evaluation.Effort Justification
We tend to attribute much more value to an outcome that was harder to achieve.We rationalise our efforts by increasing the attractiveness of the result.
Ego Depletion
Tasks requiring self-control deplete our mental resources which are limited. Running out of energy results in the state of ego depletion, which negatively affect motivation and performance, our self-control becomes impaired and we make poor or impulsive decisions.Embodied Cognition
Our perception, attention, decision making, and motivation are strongly influenced by the state of our body.Empathy Gap
We underestimate the influences of strong emotions and feelings on our attitudes, preferences, judgement, and decisions.Endowment Effect
We value goods or services more and evaluate them more positively when we have a sense of ownership (or feel like we own them).a.k.a. Ownership Bias
Escalation Of Commitment
We might get locked into a course of action, committing more effort and resources because it is aligned with the previous behaviours, decisions, and actions (especially expressed publicly) and despite facing increasingly negative outcomes and feedback.Focusing Illusion
We might focus too much on certain details or give too much weight to one particular piece of information and neglect other factors and considerations.Foot-in-the-door
We are more likely to comply with a large request if we complied with a modest one first.Framing
The way information is presented affects our perception, judgement, and decision making.Frequency Illusion
Due to selective attention, we tend to notice something more when we are aware of it.Once we noticed something "new" we start noticing every instance of it and overestimate the real frequency of occurrence.
Fresh Start Effect
Temporal landmarks (the start of a new time period) inspire us to set goals and take action towards them, thereby making these goals more likely to be achieved.Goal Gradient Effect
We tend to increase our efforts to achieve a goal as we approach it.Our perception of progress toward a goal affects our motivation.
Groupthink
Being a part of a group we might aim for harmony and conformity and therefore to minimize conflict and reach consensus we make non-optimal, dysfunctional, or irrational decisions, avoid expressing our personal opinions and beliefs, or disregard alternative viewpoints.Halo Effect
We tend to use one (usually unrelated) trait of a person or thing to make an overall judgment.Our impression of one trait affects our perception of all others.
IKEA Effect
We tend to value things more when we invested effort into creating them.Illusion Of Truth
We tend to believe false information to be correct after repeated exposure.Assessing the truth we rely on understanding and familiarity of information, and familiarity can overpower rationality.
Illusion Of Validity
We tend to be overconfident in the accuracy of our judgements, interpretations, and predictions when the data analyzed shows a coherent story.Illusory Correlation
We might perceive a relationship between two variables or events while no relationship exists.Interoceptive Bias
The internal state of the body affects our judgement about external, unrelated circumstances.Law Of The Instrument
We tend to over-rely on familiar tools, skills, or methods, thereby we use them at every opportunity and ignore alternative approaches or solutions.Loss Aversion
We tend to prefer avoiding losses to acquiring equivalent gains.The pain of losing is twice as powerful as the pleasure of gaining.
Mere Exposure Effect
We tend to prefer and be attracted to things that are familiar to us.The more familiar a thing is, the more we like it.
Messenger Effect
We treat information differently depending on how credible the source is perceived, which is commonly defined by its expertise, trustworthiness, and attractiveness.Not Invented Here
We tend to ignore and avoid products, solutions, ideas, or knowledge originated in external "culture".Observer-expectancy Effect
Our expectations for experiment results tend to bias the outcome of the experiment.We might (unconsciously and unintentionally) convey our expectations and influence the behaviour of participants.
Outcome Primacy
The outcome of the first experience with a given task or decision has a large and lasting effect on subsequent behaviour and actions.Peak-end Rule
We judge our experiences based on how they felt at their peaks (the most extreme points) and at their ends.Positive Mimicry
We learn about appropriate social behaviour and responses by comparing our behaviour with the actions of others.Present Bias
We tend to focus on the here and now, overvalue immediate rewards, and prefer smaller payoffs that are closer to the present over larger payoffs in the future.Primacy Effect
It is easier for us to recall the information presented first.Priming
Exposure to one stimulus influences our response (without our conscious awareness) to subsequent stimuli.Proximity
We perceive objects that are close to one another or follow a sequence as related.a.k.a. Juxtaposition
Reactance
When our behavioural freedoms (e.g. of choice) are threatened or eliminated, we tend to resist and seek to restore them, often doing the opposite of what is desired from us. We also become more resistant to persuasion.Reactivity
We tend to change our behaviour and performance due to the awareness that we are being observed.a.k.a. Hawthorne effect
Recency Bias
We tend to attribute greater importance to the most recent events.Reciprocity
We tend to respond to a positive action with another positive action.We feel obliged to return the favour we received earlier.
Recognition
Public acknowledgement of our status or merits motivates us and encourages engagement.Relativity Of Evaluations
Making relative judgements is the natural way we think so we prefer to make decisions based on comparison.We evaluate options differently when they are presented simultaneously and in isolation.
Rhyme-as-reason Effect
We perceive a statemant as more accurate or truthful when it is written to rhyme.Salience
We tend to focus on what is more prominent, vivid, and emotionally striking and ignore what is "normal" and does not attract our attention.Scarcity
We place a higher value on an object that is scarce or has limited access.The more difficult it is to acquire an item the more value that item has.
Selective Perception
Our expectations affect our perception.We tend to see and notice things that fit our beliefs or expectations and overlook the ones that contradict them.
Semmelweis Reflex
We tend to reject new evidence or knowledge if it contradicts established norms, beliefs, or paradigms.Sense Of Urgency
We are more likely to act when there is a deadline and/or we are under time pressure (e.g. limited time offer).Serial-position Effect
We tend to recall the first and last items in a series best.Social Comparison
We seek to evaluate our opinions and abilities and do so by comparing ourselves to others.Upward social comparisons might motivate us to achieve more or reach higher, showing us that our peers are doing better is likely to improve our performance.
Social Norms
Social norms define and guide acceptable and appropriate behaviour.We tend to act the way we think most other people do.
Social Proof
In an uncertain or unfamiliar situation, we tend to copy the actions and decisions of others assuming they possess more knowledge about the situation.Status Quo Bias
We tend to like things to stay as they are.Status quo is a reference point, and any change is perceived as a loss.
Subjective Validation
We tend to consider something to be true if our beliefs require so or if it has personal significance to us.Sunk Cost Fallacy
While only future costs are relevant to rational decision-making, we tend to rely on previous investments (of time, money, or effort) to justify further expenditures and continue a struggling or failing project.Survivorship Bias
We tend to focus on things that "survived" some selection process and overlook the others due to their lack of visibility.System Justification
We tend to defend, support, and justify the societal status quo and view it as stable and desirable.We need to retain a positive image of a social system as we are part of it.
Von Restorff Effect
In a group of objects, we tend to remember the one that is different from the rest.a.k.a Isolation Effect
WYSIATI
What You See Is All There Is.We construct the best possible story out of the information we have, we are not fully aware of what we don't know, and we tend not to look for what we don't see.