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  2. Collective Illusions (book) - Wikipedia

    en.wikipedia.org/wiki/Collective_Illusions_(book)

    Collective Illusions: Conformity, Complicity, and the Science of Why We Make Bad Decisions is a 2022 book by author Todd Rose. The book illustrates that human thinking about one another is based on false assumptions that leads to bad decisions, and this makes the society mistrustful and individuals unhappy. [1] [2]

  3. Too Dumb for Democracy? - Wikipedia

    en.wikipedia.org/wiki/Too_Dumb_for_Democracy?

    The book focuses on why people make political decisions against their own self-interest, documenting the extent to which people are manipulated by bad-faith actors. [2] In the book, Moscrop argues that democracy is under threat but can be saved, emphasising the need for good process to resolve disagreements. [1]

  4. Predictably Irrational - Wikipedia

    en.wikipedia.org/wiki/Predictably_Irrational

    In chapter 8, Ariely discusses how we overvalue what we have, and why we make irrational decisions about ownership. The idea of ownership makes us perceive the value of an object to be much higher if we own the object. This illustrates the phenomenon of the endowment effect—placing a higher value on property once possession has been assigned.

  5. Cognitive bias - Wikipedia

    en.wikipedia.org/wiki/Cognitive_bias

    some involve a decision or judgment being affected by irrelevant information (for example the framing effect where the same problem receives different responses depending on how it is described; or the distinction bias where choices presented together have different outcomes than those presented separately), and

  6. Escalation of commitment - Wikipedia

    en.wikipedia.org/wiki/Escalation_of_commitment

    Self-justification thought process is a part of commitment decisions of leaders and managers of a group and can therefore cause a rise in commitment levels. [citation needed] This attitude provides "one explanation for why people escalate commitment to their past investments." [7] Managers make decisions that reflect previous behavior. Managers ...

  7. Farsighted (book) - Wikipedia

    en.wikipedia.org/wiki/Farsighted_(book)

    The New York Times called it an "idea book," a "riveting" analysis of how skilled long-term thinkers approach decisions that, unlike a typical business book, does not prescribe "easy formulas" for how one would make decisions about "the grand moments that shape our futures."

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  9. Choice-supportive bias - Wikipedia

    en.wikipedia.org/wiki/Choice-supportive_bias

    Once an action has been taken, the ways in which we evaluate the effectiveness of what we did may be biased. [3] It is believed this may influence our future decision-making. These biases may be stored as memories, which are attributions that we make about our mental experiences based on their subjective qualities, our prior knowledge and ...