|
|
|
1
|
Decision makers fixate on initial information as a starting point and then, once set, fail to adequately adjust for subsequent information.
|
|
3
|
Decision makers selectively organize and interpret events based on their biased perceptions.
|
|
4
|
Decision makers tend to remember events that are the most recent and vivid in their memory.
|
|
5
|
Decision makers who are quick to take credit for their successes and to blame failure on outside factors.
|
|
6
|
Decision makers assess the likelihood of an event based on how closely it resembles other events or sets of events.
|
|
7
|
Decision makers forget that current choices can't correct the past.
|
|
8
|
Decision makers select and highlight certain aspects of a situation while excluding others.
|
|
9
|
Decision makers who seek out information that reaffirms their past choices and discounts information that contradicts past judgments.
|
|
10
|
Tendency for decision makers to falsely believe that they would have accurately predicted the outcome of an event once that outcome is actually known.
|
|
11
|
When decision makers tend to think they know more than they do or hold unrealistically positive views of themselves and their performance.
|
|
12
|
The actions of decision makers who try to create meaning out of random events.
|
|
|
