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…because pros and cons are generated in our heads, it is very, very easy for us to bias the factors. We think we are conducting a sober comparison, but, in reality, our brains are following orders from our guts.

…confirmation bias doesn’t just affect what information people go looking for; it even affects what they notice in the first place.

…try to establish a culture in which every meeting has a point, an agenda, an extremely limited time frame, an outcome, and a bias toward involving fewer people rather than more.

Almost all leaders are subject to confirmation bias because they surround themselves with people who think like they do and who are consciously or unconsciously motivated to agree with them.

The ‘naturalness bias’ is a hidden prejudice against those who’ve achieved what they have because they worked for it, and a hidden preference for those whom we think arrived at their place in life because they’re naturally talented.

…smart managers need to shed the overconfident bias that they know as much as their employees know in specific areas.

All of us, whether or not we’re serious procrastinators, tend to have an optimistic bias toward our own work, so it makes sense to ask others to review our plans.

…’we’-group bias corrodes the judgments even of individual specifically selected and trained to be able to banish the bias.

If the hard bargainer insists on concessions and makes threats while the soft bargainer yields in order to avoid confrontation and insists on agreement, the negotiating game is biased in favor of the hard player.

Taking our powers of rapid cognition seriously means we have to acknowledge the subtle influences that can alter or undermine or bias the products of our unconscious.