Discussion about productivity
Looking beyond what survived to understand the complete picture Introduction When we study history, we naturally focus on what remains: the buildings still standing, the books preserved through centuries, the businesses that thrived, the medical treatments that worked. This tendency creates what statisticians call “survival bias” – a logical error where we concentrate on people […]
You know that moment in a business review where someone says, “We’ll definitely hit the target. It’s only September.” That’s optimism bias. It’s not just a mindset—it’s a recurring guest star in strategy decks, project timelines, and sales forecasts. What Is Optimism Bias? Optimism bias is the human tendency to believe that we’re less likely […]
Have you ever wondered why a team keeps hiring people who look remarkably similar? Or why certain clients receive faster responses than others, despite no official prioritization policy? These situations often stem from implicit bias—the unconscious attitudes and stereotypes that affect our understanding, actions, and decisions without our awareness. What is Implicit Bias? Implicit bias […]
Have you ever found yourself endlessly researching before making a decision, only to feel more confused than when you started? Or spent hours gathering metrics that ultimately didn’t change your course of action? If so, you’ve experienced information bias—our tendency to seek additional information even when it won’t improve our decisions. What is Information Bias? […]
# Anchor Bias: How First Impressions Stick
When shopping, the first price tag you see sets a powerful reference point. Notice how a ₹50,000 TV display at the store entrance makes the ₹35,000 model seem like a “great deal” later, despite being expensive in absolute terms. Similarly, managers who first hear “our competitor charges ₹2,000” struggle to consider pricing their own service at ₹3,500—even when their offering delivers twice the value.
Have you ever stubbornly held onto your initial judgment despite mounting evidence to the contrary? That’s conservatism bias at work—our tendency to insufficiently update our beliefs when presented with new information. We pride ourselves on being rational thinkers, weighing evidence objectively before forming conclusions. Yet cognitive science reveals a systematic flaw in how we process […]
You know, have you ever purchased something new—a bright red car—and then immediately begun to notice it everywhere you go? This isn’t coincidence; it’s the Baader-Meinhof phenomenon, a cognitive bias when everything becomes personally significant and our perception sharpens. This image depicts that moment of intrigued awareness—a newcomer to car ownership, big-eyed, with identical red cars in an otherwise unremarkable urban environment. It’s a playful demonstration of how we filter reality according to what we recently became attuned to.
Have you ever wondered why smart people and successful organizations sometimes continue with obviously failing projects? The answer lies in a powerful cognitive trap called “plan continuation bias” – our tendency to press forward with an initial plan despite mounting evidence that it’s no longer the best course of action.
From the manufacturing floor to the boardroom, this psychological blind spot causes us to ignore warning signs, discount new information, and sometimes literally steer into danger rather than adapt. In India’s manufacturing sector alone, companies like Tata Motors, Hindustan Motors, and others have lost billions of rupees by falling victim to this invisible force.
Ever hit a big goal, then found yourself slipping back to old habits? That’s the problem with goal-setting without a process.
What happens when a friendly smile meets an incomplete form? It’s a moment that tests the balance between trust and protocol—one that plays out in offices, hospitals, and workplaces everywhere. Whether it’s a doctor asking for your signature or a manager rushing you to approve a project, the tension between human connection and procedural rigor is universal. But how do we navigate these gray areas without compromising relationships or accountability?