Cognitive biases that secretly control most of your daily decisions without you knowing
| # | Entity | Score |
|---|---|---|
| 1 | Slow down | 35.9 |
| 2 | Being aware of your own confirmation bias | 33.7 |
| 3 | Availability Heuristic | 27.7 |
| 4 | Anchoring Effect | 24.7 |
| 5 | Reframe the decision | 22.8 |
| 6 | objective base-rate data | 21.4 |
| 7 | Investment and Sunk Cost Fallacy | 20.3 |
| 8 | Loss aversion | 19.8 |
| 9 | Decision journal | 18.8 |
| 10 | Replace impressions with numbers | 18.3 |
#1Check the data#2Diversify your information sources#1Play devil’s advocate#2Set a “contrarian” search rule#1Delay your judgment#2Research independently#1Reframe the decision#2Set pre-committed rules#1Schedule regular “review windows.”#2Add a small “friction”#1Pause before following the crowd#2Limit exposure to “trending” feeds#1Set cut-off criteria#2Treat each decision as a new investment#1Automate future rewards+15 more
#1Self-reflection#2Seek diverse perspectives#3Embrace uncertainty#4Focus on data and evidence#5Practice "thinking backwards"
#1Availability Heuristic#2Confirmation Bias#3Anchoring Effect#4Status Quo Bias#5Sunk Cost Fallacy#6Halo Effect#7Present Bias#8Dunning-Kruger Effect#9Fundamental Attribution Error
#1Be Aware#2Seek Diverse Perspectives#3Consider the Opposite#4Slow Down#5Use Checklists and Frameworks#6Get Feedback
#1Confirmation bias#2Default bias#3Sunk cost fallacy#4Availability heuristic#5In-group bias#6Status quo bias#7Anchoring
#1Force a “consider the opposite” step#2Replace impressions with numbers#3Use decision deadlines + pre-commitments#4Check the base rate#5Reframe#6Get an outside view
#1Confirmation Bias#2Anchoring Bias#3Availability Heuristic#4Overconfidence Bias#5Framing Effect#6Loss Aversion#7Status Quo Bias#8Sunk Cost Fallacy#9Social Proof#10Bandwagon Effect#11Optimism Bias
#1Check actual statistics or base rates instead of relying on vivid memories#1Ignore the anchor and set your own reference by comparing multiple independent sources#1Frame decisions in terms of expected outcomes (probabilities and magnitudes), not just avoiding loss#1Make a checklist to review defaults periodically and force a deliberate choice#1Reframe options in multiple ways (e.g., risks vs. benefits) before deciding#1Ask “If I hadn’t spent that already, would I still do this?” and act on the answer#1Check independent signals of quality (reviews, objective criteria), not just popularity#1Price items as if you were a neutral third party or get a market appraisal#1Evaluate each claim or dimension separately; ask evidence-based questions#1Consider situational explanations for others before drawing conclusions#1Seek feedback, compare your answers to experts, and treat confidence as data, not proof#1Add contingency (25–50% time/cost buffers) and review similar past projects#1Keep a decision log of pros/cons and revisit it objectively later#1Pause and ask whether scarcity changes the value, or if it’s a sales tactic#1Look for whole-population data and ask “what about the unseen failures?”+7 more