Action Bias is the tendency to favor action over inaction, even when the decision is uncertain, or the potential outcomes are unclear. Action bias urges activity often without solid rationale or evidence that action will lead to a better outcome.

Affect Bias is also known as Emotional Bias or Feelings Bias. This mind knot refers to the influence that emotions have on our decision-making processes over concrete information.

Affect bias is often the culprit in moving quickly to action absent information gathering, processing or critical thinking.

The Altruism Bias is the tendency for individuals to prioritize the well-being of others over their own self-interest.

Individuals with a prominent altruism bias perceive themselves as more giving, helpful, or self-sacrificing than others.

The Ambiguity Effect or ambiguity bias is the tendency to avoid options for which the probability of a favorable outcome is unknown. Simply, it refers to a preference for options with known probabilities over those with unknown probabilities.

Anchoring bias is the tendency to rely too heavily on the first piece of information encountered when making decisions rather than considering all relevant information. This is particularly impactful if the initial information is presented in numeric form.

This is also known as 'focalism'. When we become anchored to a specific idea or plan, we're more unwilling to evaluate new information objectively, leading to skewed judgments and distorted perceptions.

Using one piece of information as a reference point for successive data is misleading. It's similar to framing bias because presenting data in a certain order can influence how people perceive and react to the information.

The attribution bias refers to the tendency to attribute the cause of an event or behavior to internal factors (such as personality, ability, or motivation) rather than external factors (such as the situation or environment).

Availability bias is the tendency to make decisions based on the most readily available information, often because it is recent, vivid, or emotionally charged, rather than the most relevant or accurate information.

This can cause leaders to make judgments and decisions based on readily available anecdotal evidence or past experiences, rather than considering all relevant factors.

Bandwagon bias is a psychological phenomenon where individuals adopt certain behaviors or attitudes because they perceive that others are doing the same.

This is a type of groupthink, where people go along with the crowd, often without critically evaluating the situation themselves.

The Belief Bias refers to the tendency for individuals to make decisions and evaluate information based on their existing beliefs and attitudes, rather than the objective evidence.

Individuals with belief bias focus on outcome over argument. They judge the strength of arguments based on the believability of their conclusions rather than how logically the arguments are constructed. Therefore, ‘believers’ can be easily persuaded by invalid arguments if they fit their beliefs, and yet they are likely to reject valid arguments that oppose their beliefs.

Confirmation bias is the tendency to search for, interpret, and remember information in a way that confirms one's preconceptions and beliefs. And therefore, information that contradicts one’s beliefs, is ignored or discounted.

This often results in leaders making decisions based on incomplete or incorrect information.

Conformity bias is the tendency to behave like those around you rather than using your own personal judgment.

This bias influences individuals to conform to the opinions and actions of others, especially in situations where the person feels uncertain or lacks confidence in their own beliefs.

The Curse of Knowledge is a cognitive bias that refers to the difficulty that individuals have in understanding and considering the perspectives of others, especially when they have a deep understanding of a particular topic.