Fallacies and Biases Flashcards
(233 cards)
1
Q
Appeal to Probability
A
a statement that takes something for granted because it would probably be the case (or might be the case)
2
Q
“There is a 50% chance that it will rain tomorrow, so you should bring an umbrella.”
A
Appeal to Probability
3
Q
“The odds of winning the lottery are one in a million, so it’s not worth buying a ticket.”
A
Appeal to Probability
4
Q
“There is a 70% chance that this new medication will work for you, so you should definitely try it.”
A
Appeal to Probability
5
Q
“The chances of being struck by lightning are very low, so it’s safe to stand outside during a thunderstorm.”
A
Appeal to Probability
6
Q
“The probability of getting into a car accident is much higher at night, so you should only drive during the day.”
A
Appeal to Probability
7
Q
Define Arguement from Fallacy
A
the assumption that, if a particular argument for a “conclusion” is fallacious, then the conclusion by itself is false
8
Q
“This person can’t be guilty because they are a good person.”
A
Arguement from Fallacy
9
Q
“The government can’t be trusted because they always lie.”
A
Arguement from Fallacy
10
Q
“The moon landing was faked because it’s too difficult to believe that humans could have actually done it.”
A
Arguement from Fallacy
11
Q
Base Rate Fallacy
A
making a probability judgment based on conditional probabilities, without taking into account the effect of prior probabilities
12
Q
“There is a 0.1% chance that a person has a certain rare disease. The test for the disease is 99% accurate. Jane took the test and it came back positive. Therefore, Jane must have the disease.”
A
Base Rate Fallacy
13
Q
“There is a 50% chance that a coin flip will land on heads. I flipped the coin and it landed on heads. Therefore, I must have psychic abilities.”
A
Base Rate Fallacy
14
Q
“The probability of being struck by lightning in your lifetime is 0.1%. I was struck by lightning last year. Therefore, I must be extremely unlucky.”
A
Base Rate Fallacy
15
Q
Conjunction Fallacy
A
the assumption that an outcome simultaneously satisfying multiple conditions is more probable than an outcome satisfying a single one of them.
16
Q
the assumption that an outcome simultaneously satisfying multiple conditions is more probable than an outcome satisfying a single one of them.
A
Conjunction Fallacy
17
Q
“The probability of being involved in a car accident is 5%. The probability of being involved in a car accident and winning the lottery on the same day is even lower. Therefore, it is impossible to be involved in a car accident and win the lottery on the same day.”
A
Conjunction Fallacy
18
Q
“The probability of winning the lottery is 1 in a million. The probability of winning the lottery and being struck by lightning in the same year is even lower. Therefore, it is impossible to win the lottery and be struck by lightning in the same year.”
A
Conjunction Fallacy
19
Q
“There is a 60% chance that it will rain tomorrow and a 70% chance that Jane will attend the party. Therefore, there is a 100% chance that it will rain and Jane will attend the party.”
A
Conjunction Fallacy
20
Q
Masked Man Fallacy
A
Saying something is true because it could be true without evidence
21
Q
the substitution of identical designators in a true statement can lead to a false one
A
Masked Man Fallacy
22
Q
“Tommy is the only person who could have stolen the cookie from the cookie jar. Tommy is the one who did it.”
A
Masked Man Fallacy
23
Q
“Sara is the only person who speaks both English and Spanish. Therefore, if anyone speaks Spanish at the meeting, it must have been Sara.”
A
Masked Man Fallacy
24
Q
“John is the only person who has access to the secure room. Therefore, if anything goes missing from the secure room, it must have been John.”
A
Masked Man Fallacy
25
if A, then B; B, therefore A
Affirming the consequent
26
Affirming the consequent
if A, then B; B, therefore A
27
"If the car won't start, then the battery is dead. The car won't start, therefore the battery must be dead."
Affirming the consequent
28
"If the weather is nice, then I will go for a hike. I am going for a hike, therefore the weather must be nice."
Affirming the consequent
29
"If I get a good grade on the test, then I studied hard for it. I got a good grade on the test, therefore I must have studied hard for it."
Affirming the consequent
30
Denying the antecedent
the consequent in an indicative conditional is claimed to be false because the antecedent is false; if A, then B; not A, therefore not B
31
if A, then B; not A, therefore not B
Denying the antecedent
32
"If it's raining, then the streets will be wet. It's not raining, therefore the streets won't be wet."
Denying the antecedent
33
"If John is the thief, then he will have the stolen item in his possession. John doesn't have the stolen item in his possession, therefore he can't be the thief."
Denying the antecedent
34
"If the cake is chocolate, then it will have cocoa powder in it. The cake doesn't have cocoa powder in it, therefore it can't be chocolate."
Denying the antecedent
35
an argument that has a universal premise and a particular conclusion
Existential fallacy
36
Existential fallacy
an argument that has a universal premise and a particular conclusion
37
"There is no scientific explanation for this person's ability to predict the future, therefore they must not really have that ability."
Existential fallacy
38
"There have been no reported cases of this particular brand of car having any serious mechanical issues, therefore it is a reliable car."
Existential fallacy
39
"There is no evidence that this new investment opportunity is legitimate, therefore it is not a good idea to invest in it."
Existential fallacy
39
"There is no evidence that this new diet will actually help me lose weight, therefore I shouldn't bother trying it."
Existential fallacy
40
assuming that a compromise between two positions is always correct
Argument to moderation
41
Argument to moderation
assuming that a compromise between two positions is always correct
42
"Moderate exercise is good for your health, so exercising for hours on end every day must be even better."
Argument to moderation
43
"Eating a little bit of junk food is okay, so eating junk food all the time must be fine too."
Argument to moderation
44
"Moderate drinking is good for your health, so drinking heavily every day must be even better."
Argument to moderation
45
improperly rejecting a claim for being imprecise
Continuum Fallacy
46
Continuum Fallacy
improperly rejecting a claim for being imprecise
47
"Since there are different levels of morality, and some actions are more moral than others, there must not be any absolute moral truths."
Continuum Fallacy
48
"Since there are different levels of intelligence, and some people are more intelligent than others, there must not be any objective measure of intelligence."
Continuum Fallacy
49
"Since there are different levels of cleanliness, and some people are more fastidious about cleanliness than others, there must not be any objective standard of cleanliness."
Continuum Fallacy
50
"Since there are different levels of attractiveness, and some people are more attractive than others, there must not be any objective standard of beauty."
Continuum Fallacy
51
"Since there are different levels of success, and some people are more successful than others, there must not be any objective standard of success."
Continuum Fallacy
52
"Since there are different levels of skill, and some people are more skilled than others, there must not be any objective standard of skill."
Continuum Fallacy
53
"Since there are different levels of honesty, and some people are more honest than others, there must not be any objective standard of honesty."
Continuum Fallacy
54
defining a term used in an argument in a biased manner (e.g., using "loaded terms"). The person making the argument expects that the listener will accept the provided definition, making the argument difficult to refute
Definist Fallacy
55
Definist Fallacy
defining a term used in an argument in a biased manner (e.g., using "loaded terms"). The person making the argument expects that the listener will accept the provided definition, making the argument difficult to refute
56
"Art is the creation of something that is aesthetically pleasing to the senses. Therefore, graffiti is not art because it is not aesthetically pleasing."
Definist Fallacy
57
"Love is the feeling of intense attraction and affection for someone. Therefore, platonic love is not real love because it lacks the intense attraction and affection."
Definist Fallacy
58
"Success is the achievement of financial wealth and status. Therefore, someone who is not wealthy or successful in the traditional sense cannot be considered successful."
Definist Fallacy
59
"Beauty is the possession of physical features that conform to societal standards of attractiveness. Therefore, someone who does not conform to these standards cannot be considered beautiful."
Definist Fallacy
60
arguing that, because something is so incredible or amazing, it must be the result of superior, divine, alien or paranormal agency
Divine Fallacy
61
Divine Fallacy
arguing that, because something is so incredible or amazing, it must be the result of superior, divine, alien or paranormal agency
62
"God must exist because we can't explain the origin of the universe or certain phenomena through science."
Divine Fallacy
63
God must have revealed certain truths to a select group of people, and anyone who does not accept these truths is wrong."
Divine Fallacy
64
"God must have a purpose for everything that happens, even tragedies and suffering."
Divine Fallacy
65
"God must exist because the complexity and beauty of the natural world cannot be explained by science."
Divine Fallacy
66
a term or phrase that is used in an argument in a way that is not clear or that has multiple meanings, which can lead to confusion or logical fallacies. This can occur when the term or phrase is used in different ways within the same argument, or when it is not clearly defined or explained in the context of the argument.
Ambiguous Middle Term
67
Ambiguous Middle Term
a term or phrase that is used in an argument in a way that is not clear or that has multiple meanings, which can lead to confusion or logical fallacies. This can occur when the term or phrase is used in different ways within the same argument, or when it is not clearly defined or explained in the context of the argument.
68
"Eating vegetables is good for your health because they contain vitamins and minerals, and candy also has vitamins and minerals, so candy is good for your health."
Ambiguous Middle Term
69
"We should buy this car because it has good gas mileage and a comfortable interior, and it's also cheap. So it must be a good deal."
Ambiguous Middle Term
70
"I can't go to the park today because I have homework and also because I'm sick. So I can't go to the park."
Ambiguous Middle Term
71
"I'm not allowed to watch TV because my parents said so, and they also said I can't stay up past my bedtime. So I can't watch TV."
Ambiguous Middle Term
72
"We should hire this candidate because they have excellent communication skills and a strong work ethic, and they also have a high level of education. Therefore, they must be the best fit for the role."
Ambiguous Middle Term
73
"We should implement this new policy because it will increase efficiency and productivity, and it will also improve morale. Therefore, it must be the best course of action."
Ambiguous Middle Term
74
changing the meaning of a word when an objection is raised.
Definitional Retreat
75
Definitional Retreat
changing the meaning of a word when an objection is raised.
76
We can't consider this candidate for the role because they don't have a degree in the field. However, their extensive experience and proven track record of success in the industry should be enough to qualify them for the position."
Definitional Retreat - (This argument uses a narrow definition of qualification (having a degree) and then retreats from this definition by suggesting that other factors (experience and success) should also be considered.)
77
"We can't allow employees to work from home because it would be too difficult to monitor their productivity. However, we could consider offering flexible scheduling or allowing employees to work from home on a trial basis to see how it goes."
Definitional Retreat - This argument uses a narrow definition of work arrangements (allowing employees to work from home is not possible) and then retreats from this definition by suggesting that other options (flexible scheduling or a trial period) could be considered.)
78
"We can't offer a salary increase to all employees because it would be too expensive. However, we could consider offering performance-based bonuses or salary increases to top performers."
Definitional Retreat - (This argument uses a narrow definition of salary adjustments (a general increase is not possible) and then retreats from this definition by suggesting that other options (bonuses or targeted increases) could be considered.)
79
"We can't allow employees to take unlimited vacation time because it would disrupt the workflow. However, we could consider offering additional vacation days or allowing employees to roll over unused
Definitional Retreat
80
"I can't play with my toys because it's time for bed. But I can play with them tomorrow when it's not bedtime."
Definitional Retreat - (This argument uses a narrow definition of when it is acceptable to play with toys (not during bedtime) and then retreats from this definition by suggesting that it is acceptable at other times.)
81
"I can't eat cookies because they have sugar in them. But I can eat vegetables because they don't have sugar."
Definitional Retreat - (This argument uses a narrow definition of what is acceptable to eat (foods without sugar) and then retreats from this definition by suggesting that it is acceptable to eat certain foods that do contain sugar.)
82
"I can't stay up late because it's past my bedtime. But I can stay up late on special occasions like birthdays or holidays."
Definitional Retreat - (This argument uses a narrow definition of when it is acceptable to stay up late (not past bedtime) and then retreats from this definition by suggesting that it is acceptable on certain occasions.)
83
occurs when someone attacks the character or credibility of their opponent, rather than addressing the substance of their argument.
Ad Hominem
84
Ad Hominem
occurs when someone attacks the character or credibility of their opponent, rather than addressing the substance of their argument.
85
"We can't consider this candidate for the role because they have a criminal record"
Ad Hominem
86
"We can't trust the research presented by this team because they have a history of publishing flawed studies.
Ad Hominem
87
"We can't accept this proposal because it was presented by a competitor.
Ad Hominem
88
"We can't consider this employee for a promotion because they have been involved in several conflicts with their coworkers.
Ad Hominem
89
occurs when someone introduces a new topic or piece of information that is unrelated to the argument at hand, in an attempt to distract or mislead their audience. This is a fallacy because the new topic or information is not relevant to the argument being made, and introducing it serves to divert attention away from the main issue being discussed.
Red Herring
90
Red Herring
occurs when someone introduces a new topic or piece of information that is unrelated to the argument at hand, in an attempt to distract or mislead their audience. This is a fallacy because the new topic or information is not relevant to the argument being made, and introducing it serves to divert attention away from the main issue being discussed.
91
"We can't offer a salary increase to all employees because it would be too expensive. However, employee retention and morale are important factors that should be considered."
Red Herring
92
"We can't allow employees to work from home because it would be too difficult to monitor their productivity. However, studies have shown that remote work can lead to increased job satisfaction and retention rates."
Red Herring
93
"We can't consider this candidate for the role because they don't have a degree in the field. However, they have extensive experience and a proven track record of success in the industry."
Red Herring
94
"We can't implement this policy because it would be too expensive. However, the cost of not implementing the policy could be even higher in the long run."
Red Herring
95
"I can't go to bed yet because I haven't finished my homework. But if I don't get enough sleep, I won't do well on the test tomorrow."
Red Herring
96
"I can't eat this broccoli because I don't like the way it tastes. But if I don't eat my vegetables, I won't grow up to be strong and healthy."
Red Herring
97
"I can't play with my friends because it's raining outside. But if I don't go outside and get some fresh air, I'll get sick."
Red Herring
98
"The defendant cannot be found guilty of this crime because there is no physical evidence linking them to the scene. However, the eyewitness testimony of multiple credible witnesses should be enough to establish their guilt beyond a reasonable doubt."
Red Herring
99
"We should hire this candidate because they have a 90% chance of being the best fit for the role, based on the results of their personality test."
Appeal to Probability Fallacy - (This argument appeals to the probability of the candidate being the best fit for the role, without considering other relevant qualifications or factors.)
100
"We should implement this new policy because there is a 70% chance that it will increase productivity and a 50% chance that it will improve morale."
Appeal to Probability Fallacy - (This argument appeals to the probability of the policy having certain outcomes, without sufficient evidence or justification for these claims.)
101
We should invest in this new technology because there is a 40% chance that it will lead to cost savings and a 60% chance that it will increase efficiency."
Appeal to Probability Fallacy - This argument appeals to the probability of the technology having certain outcomes, without sufficient evidence or justification for these claims.)
102
"We can't consider this candidate for the role because they don't have a degree in the field. A degree is a necessary qualification for any professional position."
Appeal to Definition - (This argument appeals to a narrow definition of qualification (having a degree) without considering other relevant qualifications or factors.)
103
"We can't allow employees to work from home because it would be too difficult to monitor their productivity. Work means being physically present in the office."
Appeal to Definition - (This argument appeals to a narrow definition of work (being physically present in the office) without considering other options or arrangements.)
104
"We can't offer a salary increase to all employees because it would be too expensive. A salary increase is a financial burden that the company cannot afford."
Appeal to Definition - (This argument appeals to a narrow definition of a salary increase (a financial burden) without considering other potential benefits or implications.)
105
"We can't consider this employee for a promotion because they have been involved in several conflicts with their coworkers. A promotion requires good interpersonal skills and teamwork."
Appeal to Definition - (This argument appeals to a narrow definition of promotion (good interpersonal skills and teamwork) without considering other relevant qualifications or factors.)
106
"We can't accept this proposal because it was presented by a competitor. A proposal from a competitor must be self-serving and not in the best interest of the company."
Appeal to Definition - (This argument appeals to a narrow definition of a proposal from a competitor (self-serving and not in the best interest of the company) without considering other potential motivations or considerations.)
107
occurs when someone remembers the past in a more positive or favorable light than it actually was.
Rosy Retrospection
108
Rosy Retrospection
occurs when someone remembers the past in a more positive or favorable light than it actually was.
109
"I remember my college experience as being very enjoyable and academically challenging. I don't recall any stress or difficulties that I faced."
Rosy Retrospection
110
"I think our company has always had a strong culture of teamwork and collaboration. I don't recall any instances of employees working against each other or causing problems.
Rosy Retrospection
111
"We should hire this candidate because they have consistently received positive evaluations from their previous supervisors. I'm sure they will be a valuable asset to our team."
Rosy Retrospection
112
"I remember my time at my previous company as being very positive and productive. I don't recall any conflicts or challenges that we faced."
Rosy Retrospection
113
"If we implement this new policy, it will increase efficiency. But we can't implement the policy because it will be too expensive. Therefore, the policy will not increase efficiency."
Denying the Antecedent- (This argument denies the antecedent by assuming that the policy cannot be implemented because it will be too expensive, and then concludes that the policy will not have the intended effect of increasing efficiency.)
114
"If we invest in this new technology, it will lead to cost savings. But we can't invest in the technology because it has not been proven to be reliable. Therefore, the technology will not lead to cost savings."
Denying the Antecedent - (This argument denies the antecedent by assuming that the technology cannot be invested in because it has not been proven to be reliable, and then concludes that the technology will not have the intended effect of leading to cost savings.)
115
A company might assume that a product is either perfect and worthy of being sold, or it is completely useless and should not be released.
Continuum Fallacy
116
Thinking that a business strategy is either "risky" or "safe": A company might believe that a particular business strategy is either risky and potentially dangerous, or it is safe and will not result in any negative consequences.
Continuum Fallacy (False Dichotomy)
117
Assuming that an employee is either "hardworking" or "lazy": A manager might assume that an employee is either hardworking and always puts in a lot of effort, or they are lazy and do not contribute much to the company.
Continuum Fallacy
118
"Either you believe in absolute moral truths, or you believe that anything goes."
Continuum Fallacy (False Dichotomy)
119
"You're either with us or against us."
Continuum Fallacy (false dichotomy)
120
when someone talks about something that happened a long time ago and they make it seem like it's the only way things have ever been, or the only way things will ever be.
Historical Fallacy
121
Historical Fallacy
when someone talks about something that happened a long time ago and they make it seem like it's the only way things have ever been, or the only way things will ever be.
122
some athletes have achieved success through intense physical training. However, this does not mean that all athletes have achieved success through intense physical training, or that intense physical training is the only way to achieve success in sports.
Historical Fallacy
123
some politicians have gained power through these means. However, this does not mean that all politicians have gained power through these means, or that these means are the only way to gain power
Historical Fallacy
124
over-reliance on a familiar tool or methods, ignoring or under-valuing alternative approaches.
Law of the instrument
125
Law of the instrument
over-reliance on a familiar tool or methods, ignoring or under-valuing alternative approaches.
126
A scientist only conducting laboratory experiments, ignoring alternative methods such as field studies or observational research
Law of the instrument
127
A company only focusing on online marketing, ignoring alternative methods such as traditional advertising or word-of-mouth
Law of the instrument
128
A teacher only using lectures as a teaching method, ignoring alternative approaches such as group work or hands-on activities
Law of the instrument
129
A carpenter only using a hammer and nails, ignoring alternative tools such as a screwdriver or adhesive
Law of the instrument
130
A doctor only prescribing medication as a treatment, ignoring other methods such as physical therapy or lifestyle changes
Law of the instrument
131
the tendency to overestimate the importance of small runs, streaks, or clusters in large samples of random data (that is, seeing phantom patterns)
clustering illusion
132
clustering illusion
the tendency to overestimate the importance of small runs, streaks, or clusters in large samples of random data (that is, seeing phantom patterns)
133
A human resources manager perceiving that a certain group of employees are more likely to be promoted or receive positive performance evaluations, when in reality, the promotions and evaluations are based on objective criteria and not influenced by the group membership.
Clustering Illusion
134
A human resources department perceiving that a certain group of job candidates are more likely to be successful in a certain role, when in reality, the candidates' qualifications and abilities are independent of their group membership.
Clustering Illusion
135
A human resources manager perceiving that a certain group of employees are more likely to engage in misconduct or have a higher rate of absenteeism when in reality, the employee's behavior is independent of their group membership.
Clustering Illusion
136
A person observing a group of stars in the sky and perceiving a pattern or image when in reality the stars are randomly distributed
Clustering Illusion
137
A stock market investor seeing patterns in stock prices that are actually random
Clustering Illusion
138
A person playing the game of darts and perceiving that their throws are more likely to land near their previous throws, when in reality, the darts are randomly distributed
Clustering Illusion
139
A person rolling a dice repeatedly and perceiving that certain numbers are more likely to come up because they have appeared more frequently in the past, when in reality, each roll is independent and has the same probability of resulting in any number.
Clustering Illusion
140
A person playing a slot machine and perceiving a pattern in the outcome of the spins, when in reality, the outcomes are determined by a random number generator and are independent of previous spins.
Clustering Illusion
141
cognitive bias where a person perceives a relationship or connection between two events or variables, when in reality, no such relationship exists. It happens when a person sees a pattern where none exists, and can lead to drawing false conclusions and making inaccurate predictions.
Illusory Correlation
142
Illusory Correlation
cognitive bias where a person perceives a relationship or connection between two events or variables, when in reality, no such relationship exists. It happens when a person sees a pattern where none exists, and can lead to drawing false conclusions and making inaccurate predictions.
143
A human resources manager perceiving a correlation between an employee's attendance record and their job performance, when in reality, there is no correlation between the two.
Illusory Correlation
144
A human resources department perceiving a correlation between an applicant's educational background and their job performance, when in reality, there is no correlation between the two.
Illusory Correlation
145
A human resources manager perceiving a correlation between an employee's age and their likelihood of being promoted, when in reality, there is no correlation between the two.
Illusory Correlation
146
A human resources department perceiving a correlation between an employee's ethnicity and their likelihood of being involved in a workplace conflict, when in reality, there is no correlation between the two.
Illusory Correlation
147
A human resources manager perceiving a correlation between an employee's gender and their level of job satisfaction, when in reality, there is no correlation between the two.
Illusory Correlation
148
the tendency to see the world primarily from a human perspective, and to prioritize human interests and values above those of non-human entities.
Anthropocentric bias
149
Anthropocentric bias
the tendency to see the world primarily from a human perspective, and to prioritize human interests and values above those of non-human entities
150
A human resources manager only considering the human impact of a company's policies and decisions, without considering the impact on the environment and other species.
Anthropocentric bias
151
Using racial slurs or epithets to describe people of certain races, implying that they are inferior or subhuman.
Dehumanization
152
viewing and treatment of other people as though they lack the mental capacities that are commonly attributed to human beings
Dehumanization
153
Assuming that individuals who use sign language or other forms of communication that are not spoken language, are less intelligent or capable than those who use spoken language.
Dehumanization
154
Assuming that individuals who are homeless or living in poverty are lazy or irresponsible, rather than recognizing the complex social and economic factors that contribute to these situations.
Dehumanization
155
An HR professional may pay more attention to job applicants who have similar backgrounds or demographics to current employees, while overlooking applicants who may have different perspectives
Attentional bias
156
An HR professional may pay more attention to job applicants who have a lot of experience in a specific field, while overlooking applicants who may have a diverse set of skills that could be beneficial for the company.
Attentional bias
157
bias refers to the tendency to give more weight or attention to information or events that occur more often, while overlooking or undervaluing information or events that occur less often.
Frequency Bias
158
Frequency Bias
bias refers to the tendency to give more weight or attention to information or events that occur more often, while overlooking or undervaluing information or events that occur less often.
159
A person is more likely to buy a product that they have previously purchased, even if there are better options available.
Frequency Bias
160
A person is more likely to watch a TV show or movie that they have seen before, even if they didn't enjoy it the first time.
Frequency Bias
161
A person is more likely to choose a restaurant they have been to before, even if they had a bad experience, rather than trying a new one.
Frequency Bias
162
A person is more likely to continue to use a service or product that they have been using for a long time, even if they are not satisfied with it, because they are familiar with it.
Frequency Bias
163
tendency for people to pay more attention to things that stand out or are more noticeable. This means that people may make decisions based on information that is more easily seen, rather than information that is more important.
Saliency bias
164
Saliency bias
tendency for people to pay more attention to things that stand out or are more noticeable. This means that people may make decisions based on information that is more easily seen, rather than information that is more important.
165
hiring manager may be more likely to focus on an applicant's impressive credentials or flashy resume, rather than carefully evaluating their skills and experience that are more relevant to the job.
Saliency bias
166
manager may be more likely to give a promotion to an employee who has been consistently speaking up in meetings, even if their contributions may not be as valuable as another employee who speaks less but has been consistently delivering high-quality work.
Saliency bias
167
A person is more likely to buy a product that is on sale or has a big discount, even though it may not be the best product for them.
Saliency bias
168
A person is more likely to remember a news headline that is sensational or controversial, rather than one that is informative but less attention-grabbing.
Saliency bias
169
A person is more likely to notice a big, brightly-colored advertisement on the side of a bus, rather than a smaller, more subtle ad on the back of the bus.
Saliency bias
170
tendency to focus on the successes and overlook the failures, leading to an overestimate of the likelihood of success.
Survivorship Bias
171
Survivorship Bias
tendency to focus on the successes and overlook the failures, leading to an overestimate of the likelihood of success.
172
A company only looks at the resumes of candidates who have been successful in their previous roles, ignoring those who were not successful or were let go from their jobs.
Survivorship Bias
173
An individual only looks at the investments that have performed well in the past, ignoring those that have performed poorly, leading to an overestimation of the potential returns on future investments
Survivorship Bias
174
A person only looks at fitness influencers or athletes who have achieved their desired physique and ignore those who have not been successful in their fitness journey, leading to an overestimation of the ease and likelihood of achieving similar results.
Survivorship Bias
175
A person only looks at the successful relationships of their friends and family, ignoring those that have failed, leading to an overestimation of the likelihood of a successful relationship and an underestimation of the work required to make it work.
Survivorship Bias
176
A business only looks at the successful products in their market and ignores those that have failed, leading to an overestimation of the potential success of new product ideas and a lack of learning from past failures.
Survivorship Bias
177
A business only looks at the successful marketing campaigns of competitors and ignores those that have not performed well, leading to an overestimation of the effectiveness of certain marketing strategies and a lack of learning from past failures.
Survivorship Bias
178
bias is the tendency for people to underestimate the likelihood of a disaster or crisis occurring and to overestimate their ability to cope with it.
Normalcy Bias
179
Normalcy Bias
bias is the tendency for people to underestimate the likelihood of a disaster or crisis occurring and to overestimate their ability to cope with it.
180
An HR department assumes that disasters will not happen in their workplace, and they do not prepare a disaster plan or train employees on how to respond to an emergency, which can lead to confusion and chaos in the event of an actual disaster.
Normalcy Bias
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An HR department assumes that high employee turnover is normal and does not investigate the reasons for it, leading to a lack of action to address the underlying issues.
Normalcy Bias
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A business assumes that the economy will continue to perform well and does not prepare for potential financial downturns, leading to financial instability during an economic crisis.
Normalcy Bias
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A business assumes that laws and regulations will not change and does not regularly review and update compliance procedures, leading to potential legal and financial risks.
Normalcy Bias
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people assign more value to something they are involved in creating, even if it's not perfectly done.
IKEA effect
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IKEA effect
people assign more value to something they are involved in creating, even if it's not perfectly done.
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An HR department assumes that employees will be more engaged in their work if they are given more autonomy and flexibility, such as allowing them to design their own work schedule or work from home
IKEA effect
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An HR department assumes that employees will retain more information if they are actively involved in the training process, such as by designing their own training plan or creating their own training materials.
IKEA effect
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A business assumes that customers will value a product more if they have a hand in designing it, such as allowing them to customize the product or choose from a variety of options
IKEA effect
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A business assumes that consumers will be more engaged with a brand if they have a hand in creating the marketing materials, such as by crowdsourcing ideas or allowing customers to design their own ads
IKEA effect
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An individual assumes that they will be more satisfied with a home renovation if they do it themselves,
IKEA effect
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a person who has performed a favor for someone is more likely to do another favor for that person in the future, rather than less likely.
Ben Franklin Effect
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An HR representative performs a favor for an employee, such as by giving them a raise or by helping them with a professional development opportunity, and as a result, they are more likely to see the employee as more valuable to the company and be more invested in their engagement and success.
Ben Franklin Effect
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A manager performs a favor for an employee, such as by giving them a flexible schedule or by helping them with a personal issue, and as a result, they are more likely to be more lenient with the employee's performance and be less likely to let them go.
Ben Franklin Effect
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An HR representative performs a favor for a job candidate, such as by providing feedback on their resume or by connecting them with a potential employer, and as a result, they are more likely to offer the candidate a job in the future.
Ben Franklin Effect
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A person performs a favor for a friend or romantic partner, such as by helping them with a task or by lending them money, and as a result, they are more likely to continue to do favors for that person in the future.
Ben Franklin Effect
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tendency to seek out, interpret, and remember information that confirms one's preexisting beliefs, while disregarding or dismissing information that contradicts them.
Confirmation Bias
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Confirmation Bias
tendency to seek out, interpret, and remember information that confirms one's preexisting beliefs, while disregarding or dismissing information that contradicts them.
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A manager has a preconceived notion of an employee's performance and as a result, they tend to overlook or downplay any positive performance and focuses on negative performance, leading to an inaccurate evaluation of the employee.
Confirmation Bias
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person only seeks out information about health and wellness that confirms their preexisting beliefs and disregards any information that contradicts their views.
Confirmation Bias
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A person only follows social media accounts and groups that align with their beliefs, disregarding any information that contradicts their views.
Confirmation Bias
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people become more entrenched in their beliefs after they are presented with evidence that contradicts them
Backfire Effect
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Backfire Effect
people become more entrenched in their beliefs after they are presented with evidence that contradicts them
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A business presents evidence to a customer that their product is superior to their competitors, but instead of changing their mind, the customer becomes more entrenched in their belief that their current product is the best.
Backfire Effect
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A manager presents evidence to an employee that their lack of engagement is negatively impacting their performance, but instead of addressing the issue, the employee becomes more entrenched in their belief that their job is not interesting or fulfilling.
Backfire Effect
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A sales representative presents evidence to a potential customer that their product is the best option, but instead of changing their mind, the customer becomes more entrenched in their belief that they do not need the product.
Backfire Effect
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A person presents evidence to another person that their political beliefs are incorrect, but instead of changing their mind, the person becomes more entrenched in their belief that their political beliefs are correct.
Backfire Effect
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cognitive bias in which people tend to perceive a situation or individual in a way that aligns with their preconceptions or expectations
Congruence Bias`
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Congruence Bias
cognitive bias in which people tend to perceive a situation or individual in a way that aligns with their preconceptions or expectations
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A manager expects that an employee will perform poorly based on their past performance, and as a result, they perceive the employee's performance in a way that aligns with their expectations, regardless of whether the employee has actually improved their performance.
Congruence Bias
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A person expects that a certain brand of products will be of high quality and as a result, they perceive the quality of the product in a way that aligns with their expectations, regardless of whether the product is actually of high quality.
Congruence Bias
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A person expects that a certain type of person will be compatible as a romantic partner and as a result, they perceive the person's behavior and characteristics in a way that aligns with their expectations, regardless of whether the person is actually compatible as a partner.
Congruence Bias
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bias where people form judgments and make decisions based on their expectations rather than on the actual information or evidence available
Expectation Bias
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Expectation Bias
bias where people form judgments and make decisions based on their expectations rather than on the actual information or evidence available
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A manager expects that an employee will perform at a certain level and as a result, they overlooks the employee's progress or improvement, leading to an inaccurate evaluation of the employee's performance.
Expectation Bias
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A sales representative expects that a certain type of customer will be interested in their product and as a result, they overlook other potential customers, leading to missed sales opportunities.
Expectation Bias
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An investor expects a certain return on their investment and as a result, they overlook potential risks, leading to poor investment decisions.
Expectation Bias
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bias in which people reject new information or ideas that contradict their existing beliefs or practices, without giving them a fair consideration.
Semmelweis reflex
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Semmelweis reflex
bias in which people reject new information or ideas that contradict their existing beliefs or practices, without giving them a fair consideration.
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A manager has a belief that certain performance metrics are the only ones that matter, and as a result, they reject any other metrics that could provide a more accurate evaluation of an employee's performance.
Semmelweis reflex
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An HR representative has a belief that a certain type of training is the most effective, and as a result, they reject any other training methods, even if they could be more effective for the employees.
Semmelweis reflex
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A manager has a belief that certain incentives are the most effective in engaging employees, and as a result, they reject any other approaches to employee engagement, even if they could be more effective.
Semmelweis reflex
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An HR representative has a belief that certain diversity and inclusion initiatives are the most effective and as a result, they reject any other initiatives that could be more effective in creating a diverse and inclusive workplace.
Semmelweis reflex
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bias in which people tend to be aware of the biases of others but not their own.
bias blindspot
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bias blindspot
bias in which people tend to be aware of the biases of others but not their own.
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An HR representative believes that they are unbiased in their recruitment process, but in reality, they tend to favor candidates who have similar qualifications and experiences to their own, leading to a lack of diversity in the candidate pool.
bias blindspot
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A manager believes that they are unbiased in their evaluation of employee performance, but in reality, they tend to favor employees who have similar personalities and work styles to their own, leading to an inaccurate evaluation of employee performance.
bias blindspot
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A person believes that they are following a diverse range of social media accounts, but in reality, they tend to follow accounts that align with their own beliefs and opinions, leading to a lack of exposure to different perspectives.
bias blindspot
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bias in which people overestimate the degree to which others share their beliefs, attitudes, and behaviors.
false consensus effect
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false consensus effect
bias in which people overestimate the degree to which others share their beliefs, attitudes, and behaviors.
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A manager believes that certain incentives are the most effective in engaging employees and as a result, they assume that other managers in the organization share this belief, leading to a lack of employee engagement.
false consensus effect
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An HR representative believes that certain training methods are the most effective and as a result, they assume that other managers in the organization share this belief, leading to a lack of employee development.
false consensus effect
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A person believes that a certain political party has the best policies and as a result, they assume that most people in their community share this belief, leading to a lack of understanding of other political perspectives.
false consensus effect
