The Risk You Fear Most Is the One You Saw Most Recently
Availability is why a plane crash in the news outweighs a car ride's real odds. The bias isn't that you fear rare things — it's that vividness stands in for probability.
Why people do the thing rather than the sensible thing, including us. Reported from experiments we ran on ourselves.
Reported by Ade Balogun.
Availability is why a plane crash in the news outweighs a car ride's real odds. The bias isn't that you fear rare things — it's that vividness stands in for probability.
The halo effect is one good trait, like confidence or polish, colouring every other judgement you make about a person. Here's what actually blunts it.
You keep going because you've already paid, and the money you spent is the one thing your future choices can't get back. What the sunk-cost effect is, when it's strongest, and the questions that reliably break it.
Most of what you do this week was never a decision — it was a default someone else set, and you only notice it when it costs you. The default effect, and the one question that undoes it.
Motivated reasoning means the facts arrive last, as ammunition for a verdict you reached first. What it looks like in a real week, and the question that breaks it.
The advice you read comes from people it worked for, while everyone who failed stays silent. That's survivorship bias — and how to ask for the denominator.
I know the planning fallacy by name, and I still fell for it on five out of five tasks. Here are the numbers, and the one fix that actually helped.
The version of me who decides in advance and the version who decides in the moment are not the same person, and only one of them is reliable. What pre-committing actually does, and the one place it backfired.
The feeling is unpleasant and socially unmentionable, which is why it goes unexamined. It is also unusually specific about what you actually want.
Four attempts at a proper routine, all abandoned inside two months. The fifth was worse in every measurable way and has run for three years.
I tried to correct my optimism about new projects. It worked, and I started fewer things, and the ones I started were not better.
The hardest decisions are the close ones, and I think that is backwards. A close decision is by definition low-stakes; what makes it hard is something else entirely.
Looking back at when I have worked well, the pattern had nothing to do with discipline and almost everything to do with two conditions I had never tracked.
I went back through six years of major choices and found that in most of them I never chose. The deadline chose, or the option expired, and I experienced it as a decision.
I tested five ways of getting myself to do things I did not feel like doing. Four are variations on self-discipline and none of them worked twice.
The streak worked for eleven weeks and then became the point. What happened next made me change how I measure anything I want to keep doing.
Every time I was bored at work for six weeks, I wrote down what I was doing. The pattern was not what I expected and it changed what I delegate.
Forty-one predictions, sealed and dated. The gap between what I predicted and what I remembered predicting is the most uncomfortable thing I have measured about myself.
I kept a log of every time I was disproportionately annoyed. In four cases out of five the actual cause was hours old and had nothing to do with the trigger.
Every time I could not get started on something for a year, I wrote down what the next action actually was. In most cases there wasn't one yet, which is a different problem.
Knowing a bias has a name is knowledge about a category, and the bias operates on the instance. Here is what did work, on one of them.
Not because anyone lies. Because the account arrives after the choice, and it is built to be tellable rather than to be accurate.
The failure everyone plans for is motivation running out. The one that actually happens is the first disruption, and almost no advice addresses it.