Browse & Filter Biases
Showing 187 biases.
- Absent–mindednessWhat Should We Remember? > We store memories differently based on how they were experienced
- Actor–observer biasNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Ambiguity biasNeed To Act Fast > We favor simple–looking options and complete information over complex, ambiguous options
- AnchoringToo Much Information > We notice when something has changed
- Anecdotal fallacyNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- AnthropomorphismNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Appeal to noveltyNeed To Act Fast > To stay focused, we favor the immediate, relatable thing in front of us
- Appeal to probability fallacyNot Enough Meaning > We simplify probabilities and numbers to make them easier to think about
- Argument from fallacyNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Attentional biasToo Much Information > We notice things already primed in memory or repeated often
- Automation biasNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Availability heuristicToo Much Information > We notice things already primed in memory or repeated often
- Baader–Meinhof PhenomenonToo Much Information > We notice things already primed in memory or repeated often
- Backfire effectNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Bandwagon effectNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Barnum effectNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Base rate fallacyToo Much Information > We notice things already primed in memory or repeated often
- Belief biasNeed To Act Fast > We favor simple–looking options and complete information over complex, ambiguous options
- Bias blind spotToo Much Information > We notice flaws in others more easily than we notice flaws in ourselves
- Bike–shedding effectNeed To Act Fast > We favor simple–looking options and complete information over complex, ambiguous options
- Bizarreness effectToo Much Information > Bizarre, funny, visually striking, or anthropomorphic things stick out more than non-bizarre/unfunny things
- Cheerleader effectNot Enough Meaning > We imagine things and people we're familiar with or fond of as better
- Choice–supportive biasToo Much Information > We are drawn to details that confirm our own existing beliefs
- Clustering illusionNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- ConfabulationNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Confirmation biasToo Much Information > We are drawn to details that confirm our own existing beliefs
- Congruence biasToo Much Information > We are drawn to details that confirm our own existing beliefs
- Conjunction fallacyNeed To Act Fast > We favor simple–looking options and complete information over complex, ambiguous options
- ConservatismToo Much Information > We notice when something has changed
- Context effectToo Much Information > We notice things already primed in memory or repeated often
- Continued influence effectToo Much Information > We are drawn to details that confirm our own existing beliefs
- Contrast effectToo Much Information > We notice when something has changed
- Cross–race effectNot Enough Meaning > We imagine things and people we're familiar with or fond of as better
- CryptomnesiaWhat Should We Remember? > We edit and reinforce some memories after the fact
- Cue–dependent forgettingToo Much Information > We notice things already primed in memory or repeated often
- Curse of knowledgeNot Enough Meaning > We think we know what other people are thinking
- DeclinismNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Decoy effectNeed To Act Fast > To avoid mistakes, we aim to preserve autonomy and group status, and avoid irreversible decisions
- Defensive attribution hypothesisNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Denomination effectNot Enough Meaning > We simplify probabilities and numbers to make them easier to think about
- Disposition effectNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Distinction biasToo Much Information > We notice when something has changed
- Dunning–Kruger effectNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Duration neglectWhat Should We Remember? > We reduce events and lists to their key elements
- Effort justificationNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Egocentric biasNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Empathy gapToo Much Information > We notice things already primed in memory or repeated often
- Endowment effectNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Escalation of commitmentNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- EssentialismNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Expectation biasToo Much Information > We are drawn to details that confirm our own existing beliefs
- Experimenter's biasToo Much Information > We are drawn to details that confirm our own existing beliefs
- Extrinsic incentive errorNot Enough Meaning > We think we know what other people are thinking
- Fading affect biasWhat Should We Remember? > We discard specifics to form generalities
- False consensus effectNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- False memoryWhat Should We Remember? > We edit and reinforce some memories after the fact
- Focusing effectToo Much Information > We notice when something has changed
- Forer effectNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Framing effectToo Much Information > We notice when something has changed
- Frequency illusionToo Much Information > We notice things already primed in memory or repeated often
- Functional fixednessNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Fundamental attribution errorNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Gambler's fallacyNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Generation effectNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Google effectWhat Should We Remember? > We store memories differently based on how they were experienced
- Group attribution errorNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Halo effectNot Enough Meaning > We imagine things and people we're familiar with or fond of as better
- Hard–easy effectNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Hindsight biasNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Hot–hand fallacyNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Humor effectToo Much Information > Bizarre, funny, visually striking, or anthropomorphic things stick out more than non-bizarre/unfunny things
- Hyperbolic discountingNeed To Act Fast > To stay focused, we favor the immediate, relatable thing in front of us
- Identifiable victim effectNeed To Act Fast > To stay focused, we favor the immediate, relatable thing in front of us
- IKEA effectNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Illusion of asymmetric insightNot Enough Meaning > We think we know what other people are thinking
- Illusion of controlNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Illusion of external agencyNot Enough Meaning > We think we know what other people are thinking
- Illusion of transparencyNot Enough Meaning > We think we know what other people are thinking
- Illusion of validityNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Illusory correlationNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Illusory superiorityNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Illusory truth effectToo Much Information > We notice things already primed in memory or repeated often
- Impact biasNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Implicit associationWhat Should We Remember? > We discard specifics to form generalities
- Implicit stereotypesWhat Should We Remember? > We discard specifics to form generalities
- In–group favoritismNot Enough Meaning > We imagine things and people we're familiar with or fond of as better
- Information biasNeed To Act Fast > We favor simple–looking options and complete information over complex, ambiguous options
- Insensitivity to sample sizeNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Irrational escalationNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Just–world hypothesisNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Lake Wobegone effectNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Law of TrivialityNeed To Act Fast > We favor simple–looking options and complete information over complex, ambiguous options
- Less–is–better effectNeed To Act Fast > We favor simple–looking options and complete information over complex, ambiguous options
- Leveling and sharpeningWhat Should We Remember? > We reduce events and lists to their key elements
- Levels–of–processing effectWhat Should We Remember? > We store memories differently based on how they were experienced
- List–length effectWhat Should We Remember? > We reduce events and lists to their key elements
- Loss aversionNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Masked–man fallacyNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Memory inhibitionWhat Should We Remember? > We reduce events and lists to their key elements
- Mental accountingNot Enough Meaning > We simplify probabilities and numbers to make them easier to think about
- Mere–exposure effectToo Much Information > We notice things already primed in memory or repeated often
- Misattribution of memoryWhat Should We Remember? > We edit and reinforce some memories after the fact
- Misinformation effectWhat Should We Remember? > We reduce events and lists to their key elements
- Modality effectWhat Should We Remember? > We reduce events and lists to their key elements
- Money illusionToo Much Information > We notice when something has changed
- Mood–congruent memory biasToo Much Information > We notice things already primed in memory or repeated often
- Moral credential effectNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Moral luckNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Murphy's LawNot Enough Meaning > We simplify probabilities and numbers to make them easier to think about
- Naïve cynicismToo Much Information > We notice flaws in others more easily than we notice flaws in ourselves
- Naïve realismToo Much Information > We notice flaws in others more easily than we notice flaws in ourselves
- Negativity biasToo Much Information > Bizarre, funny, visually striking, or anthropomorphic things stick out more than non-bizarre/unfunny things
- Neglect of probabilityNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Next–in–line effectWhat Should We Remember? > We store memories differently based on how they were experienced
- Normalcy biasNot Enough Meaning > We simplify probabilities and numbers to make them easier to think about
- Not invented hereNot Enough Meaning > We imagine things and people we're familiar with or fond of as better
- Observer effectToo Much Information > We are drawn to details that confirm our own existing beliefs
- Observer–expectancy effectToo Much Information > We are drawn to details that confirm our own existing beliefs
- Occam's razorNeed To Act Fast > We favor simple–looking options and complete information over complex, ambiguous options
- Omission biasToo Much Information > We notice things already primed in memory or repeated often
- Optimism biasNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Ostrich effectToo Much Information > We are drawn to details that confirm our own existing beliefs
- Out–group homogeneity biasNot Enough Meaning > We imagine things and people we're familiar with or fond of as better
- Outcome biasNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Overconfidence effectNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- PareidoliaNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Part–set cueing effectWhat Should We Remember? > We reduce events and lists to their key elements
- Peak–end ruleWhat Should We Remember? > We reduce events and lists to their key elements
- Peltzman effectNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Pessimism biasNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Picture superiority effectToo Much Information > Bizarre, funny, visually striking, or anthropomorphic things stick out more than non-bizarre/unfunny things
- Placebo effectNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Planning fallacyNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Positivity effectNot Enough Meaning > We imagine things and people we're familiar with or fond of as better
- Post–purchase rationalizationToo Much Information > We are drawn to details that confirm our own existing beliefs
- PrejudiceWhat Should We Remember? > We discard specifics to form generalities
- Primacy effectWhat Should We Remember? > We reduce events and lists to their key elements
- Pro–innovation biasNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Processing difficulty effectNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Projection biasNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Pseudocertainty effectNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- ReactanceNeed To Act Fast > To avoid mistakes, we aim to preserve autonomy and group status, and avoid irreversible decisions
- Reactive devaluationNot Enough Meaning > We imagine things and people we're familiar with or fond of as better
- Recency effectWhat Should We Remember? > We reduce events and lists to their key elements
- Recency illusionNot Enough Meaning > We tend to find stories and patterns even when looking at sparse data
- Restraint biasNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Reverse psychologyNeed To Act Fast > To avoid mistakes, we aim to preserve autonomy and group status, and avoid irreversible decisions
- Rhyme–as–reason effectNeed To Act Fast > We favor simple–looking options and complete information over complex, ambiguous options
- Risk compensationNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Rosy retrospectionNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Selective perceptionToo Much Information > We are drawn to details that confirm our own existing beliefs
- Self–consistency biasNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Self–relevance effectToo Much Information > Bizarre, funny, visually striking, or anthropomorphic things stick out more than non-bizarre/unfunny things
- Self–serving biasNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Semmelweis reflexToo Much Information > We are drawn to details that confirm our own existing beliefs
- Serial recall effectWhat Should We Remember? > We reduce events and lists to their key elements
- Serial–position effectWhat Should We Remember? > We reduce events and lists to their key elements
- Source confusionWhat Should We Remember? > We edit and reinforce some memories after the fact
- Spacing effectWhat Should We Remember? > We edit and reinforce some memories after the fact
- Spotlight effectNot Enough Meaning > We think we know what other people are thinking
- Status quo biasNeed To Act Fast > To avoid mistakes, we aim to preserve autonomy and group status, and avoid irreversible decisions
- Stereotypical biasWhat Should We Remember? > We discard specifics to form generalities
- StereotypingNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Subadditivity effectNot Enough Meaning > We simplify probabilities and numbers to make them easier to think about
- Subjective validationToo Much Information > We are drawn to details that confirm our own existing beliefs
- Suffix effectWhat Should We Remember? > We reduce events and lists to their key elements
- SuggestibilityWhat Should We Remember? > We edit and reinforce some memories after the fact
- Sunk cost fallacyNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Survivorship biasNot Enough Meaning > We simplify probabilities and numbers to make them easier to think about
- System justificationNeed To Act Fast > To avoid mistakes, we aim to preserve autonomy and group status, and avoid irreversible decisions
- Telescoping effectNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Testing effectWhat Should We Remember? > We store memories differently based on how they were experienced
- The magical number 7 ± 2Not Enough Meaning > We simplify probabilities and numbers to make them easier to think about
- Third–person effectNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Time–saving biasNot Enough Meaning > We project our current mindset and assumptions onto the past and future
- Tip of the tongue phenomenonWhat Should We Remember? > We store memories differently based on how they were experienced
- Trait ascription biasNeed To Act Fast > To act, we must be confident we can make an impact and feel what we do is important
- Ultimate attribution errorNot Enough Meaning > We fill in characteristics from stereotypes, generalities, and prior histories
- Unit biasNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
- Von Restorff effectToo Much Information > Bizarre, funny, visually striking, or anthropomorphic things stick out more than non-bizarre/unfunny things
- Weber–Fechner lawToo Much Information > We notice when something has changed
- Well–traveled road effectNot Enough Meaning > We imagine things and people we're familiar with or fond of as better
- Zero sum biasNot Enough Meaning > We simplify probabilities and numbers to make them easier to think about
- Zero–risk biasNeed To Act Fast > To get things done, we tend to complete things we've invested time and energy in
What Should We Remember?
We discard specifics to form generalities
Prejudice
Description
An affective feeling towards a person based on their perceived group membership.
Example 1:
A manager holding a prejudice against a certain nationality might consistently give lower performance ratings to employees of that nationality, regardless of their actual work quality.
Example 2:
A manager having a negative gut feeling or an unreasoned dislike for an employee from a different cultural background, which then influences their interactions and evaluations of that employee.
Advertisement
(Ad Space)