How to use consequentiality and reversibility to improve decision-making.

Find out how to eliminate non-essential tasks and focus on what matters.

Revealing crucial information that you might overlook.

We tend to base judgements and decisions solely on the information available.

An incentive motivates people to perform behaviour that they would not do without that incentive.

We tend to judge past experiences mainly based on how we felt at the emotional peak and the end.

We tend to let irrecoverable past investments influence our decisions, resulting in suboptimal outcomes.

We tend to assume that others are telling the truth unless we have reason to doubt them.

Understanding the power of persuasion principles and techniques.

We tend to favour those we consider to be one of us.

We tend to behave consistently with what we have said or done before.

We tend to assign more value to things that are perceived as scarce.

When explaining the behaviour of others, we tend to overestimate the role of personality traits and underestimate the role of environmental influences.

We tend to prefer immediate rewards at the expense of future rewards.

We tend to comply with requests from people in positions of authority.

We tend to look at the actions or beliefs of others to determine what is appropriate.

We tend to be more easily persuaded by people we like.

We have a strong tendency to feel obligated to reciprocate favours received.

Our perception of things is significantly influenced by the context in which they are presented.

Because of our cognitive biases we tend to make systematic errors in our thinking.