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Mangement Roles

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It is generally agreed that biases can creep into our decision making processes, calling into question the correctness of a decision.

Below is a list of some of the more commonly debated cognitive biases.
Selective search for evidence - We tend to be willing to gather facts that support certain conclusions but disregard other facts that support different conclusions.
Premature termination of search for evidence - We tend to accept the first alternative that looks like it might work.
Inertia - Unwillingness to change thought patterns that we have used in the past in the face of new circumstances.
Contrariness or rebelliousness - Unwillingness to share a view with a perceived oppressive authority.
Experiential limitations - Unwillingness or inability to look beyond the scope of our past experiences; rejection of the unfamiliar.
Selective perception - We actively screen-out information that we do not think is salient. (See prejudice.)
Wishful thinking or optimism - We tend to want to see things in a positive light and this can distort our perception and thinking.
Choice-supportive bias occurs when we distort our memories of chosen and rejected options to make the chosen options seem relatively more attractive.
Recency - We tend to place more attention on more recent information and either ignore or forget more distant information. The opposite effect in the first set of data or other information is termed Primacy effect.
Repetition bias - A willingness to believe what we have been told most often and by the greatest number of different of sources.
Anchoring and adjustment - Decisions are unduly influenced by initial information that shapes our view of subsequent information.
Group think - Peer pressure to conform to the opinions held by the group.
Source credibility bias - We reject something if we have a bias against the person, organization, or group

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