Here are links to the previous issues of Point Lookout that touch on the effects of cognitive biases at work. Bookmark this page. Or browse the Point Lookout archive by date. Subscribe now.
Coming February 19: Yet More Ways to Waste a Meeting
- Experts have discovered that people have been complaining about meetings since the Bronze Age (3300-1200 BCE). Just kidding. But I'm probably right. As an aid to future archaeologists I offer this compilation of methods people use today to eliminate any possibility that a meeting might produce results worth the time spent. Available here and by RSS on February 19.
And on February 26: Devious Political Tactics: Bad Decisions
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
Other topical archives:
November 20, 2024
Beating the Layoffs: II
- If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages.
July 3, 2024
Additive bias…or Not: II
- Additive bias is a cognitive bias that many believe contributes to bloat of commercial products. When we change products to make them more capable, additive bias might not play a role, because economic considerations sometimes favor additive approaches.
June 26, 2024
Additive Bias…or Not: I
- When we alter existing systems to enhance them, we tend to favor adding components even when subtracting might be better. This effect has been attributed to a cognitive bias known as additive bias. But other forces more important might be afoot.
April 3, 2024
Recapping Factioned Meetings
- A factioned meeting is one in which participants identify more closely with their factions, rather than with the meeting as a whole. Agreements reached in such meetings are at risk of instability as participants maneuver for advantage after the meeting.
August 30, 2023
Gaslighting Project Teams
- To gaslight people is to convince them to reject their own observations and believe what you want them to believe. Gaslighting corrupts project management as surely as it destroys romantic relationships. Here are some early indicators of gaslighting.
August 23, 2023
Lessons Not Learned: II
- The planning fallacy is a cognitive bias that causes us to underestimate the cost and effort involved in projects large and small. Efforts to limit its effects are more effective when they're guided by interactions with other cognitive biases.
August 16, 2023
Lessons Not Learned: I
- The planning fallacy is a cognitive bias that causes us to underestimate the cost and effort involved in projects large and small. Mitigating its effects requires understanding how we go wrong when we plan projects by referencing our own past experience.
May 10, 2023
On Schedule Conflicts
- Schedule conflicts happen from time to time, even when the organization is healthy and all is well. But when schedule conflicts are common, they might indicate that the organization is trying to do too much with too few people.
April 19, 2023
More Things I've Learned Along the Way: VI
- When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is.
October 5, 2022
Downscoping Under Pressure: I
- When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common antipatterns involve politics, the sunk cost effect, and cognitive biases that distort estimates.
September 21, 2022
Online Ethics
- The array of media for exchanging our thoughts in text has created new opportunities for acting unethically. Cyberbullying is one well-known example. But sending text is just one way to cross the line ethically. Here are some examples of alternatives.
September 14, 2022
Unrecognized Bullying: III
- Much workplace bullying goes unrecognized because of cognitive biases that can cause targets, perpetrators, bystanders, and supervisors of perpetrators not to notice bullying. The Halo Effect and the Horn Effect are two of these biases.
May 25, 2022
On Reporting Noncompliance
- Regulating compliance with process design in organizations requires monitoring process usage. Typically, process monitors depend on reports from process participants. In blame-oriented cultures, fear of retribution can limit what these reports contain.
January 26, 2022
Cyber Rumors in Organizations
- Rumor management practices in organizations haven't kept up with rumor propagation technology. Rumors that propagate by digital means — cyber rumors — have longer lifetimes, spread faster, are more credible, and are better able to reinforce each other.
September 8, 2021
Illusory Management: I
- Many believe that managers control organizational performance, but a puzzle emerges when we consider the phenomena managers clearly cannot control. Why do we believe in Management control when the phenomena Management cannot control are so many and powerful?
September 1, 2021
Bad Trouble: Coping strategies
- When Bad Trouble develops at work people make choices about coping. If they cope constructively, they have choices about how to do that. Even those who don't cope constructively have choices. Here's a survey of the wide range of choices people make.
July 21, 2021
Be Choosier About Job Offers: I
- A serious error some job seekers make is accepting an offer that isn't actually a good fit. We make this mistake for a variety of reasons, including hating the job-search process, desperation, and wishful thinking. How can we avoid the error?
April 14, 2021
What Micromanaging Is and Isn't
- Micromanaging is a dysfunctional pattern of management behavior, involving interference in the work others are supposedly doing. Confusion about what it is and what it isn't makes effective response difficult.
April 7, 2021
Some Perils of Reverse Scheduling
- Especially when time is tight, project sponsors sometimes ask their project managers to produce "reverse schedules." They want to know what would have to be done by when to complete their projects "on time." It's a risky process that produces aggressive schedules.
February 24, 2021
Risk Acceptance: Naïve Realism
- When we suddenly notice a "project-killer" risk that hasn't yet materialized, we sometimes accept the risk even though we know how seriously it threatens the effort. A psychological phenomenon known as naïve realism plays a role in this behavior.
February 17, 2021
Remote Hires: Inquiry
- When knowledge workers join organizations as remote hires, they must learn what's expected of them and how it fits with what everyone else is doing. This can be difficult when everyone is remote. A systematic knowledge-based inquiry procedure can help.
September 30, 2020
Seven More Planning Pitfalls: II
- Planning teams, like all teams, are susceptible to several patterns of interaction that can lead to counter-productive results. Three of these most relevant to planners are False Consensus, Groupthink, and Shared Information Bias.
September 23, 2020
Seven More Planning Pitfalls: I
- Planners and members of planning teams are susceptible to patterns of thinking that lead to unworkable plans. But planning teams also suffer vulnerabilities. Two of these are Group Polarization and Trips to Abilene.
September 16, 2020
Seven Planning Pitfalls: III
- We usually attribute departures from plan to poor execution, or to "poor planning." But one cause of plan ineffectiveness is the way we think when we set about devising plans. Three cognitive biases that can play roles are the so-called Magical Number 7, the Ambiguity Effect, and the Planning Fallacy.
September 9, 2020
Seven Planning Pitfalls: II
- Plans are well known for working out differently from what we intended. Sometimes, the unintended outcome is due to external factors over which the planning team has little control. Two examples are priming effects and widely held but inapplicable beliefs.
September 2, 2020
Seven Planning Pitfalls: I
- Whether in war or in projects, plans rarely work out as, umm well, as planned. In part, this is due to our limited ability to foretell the future, or to know what we don't know. But some of the problem arises from the way we think. And if we understand this we can make better plans.
August 26, 2020
Motivated Reasoning and the Pseudocertainty Effect
- When we have a preconceived notion of what conclusion a decision process should produce, we sometimes engage in "motivated reasoning" to ensure that we get the result we want. That's risky enough as it is. But when we do this in relation to a chain of decisions in the context of uncertainty, trouble looms.
August 19, 2020
Motivated Reasoning
- When we prefer a certain outcome of a decision process, we risk falling into a pattern of motivated reasoning. That can cause us to gather data and construct arguments that erroneously lead to the outcome we prefer, often outside our awareness. And it can happen even when the outcome we prefer is known to threaten our safety and security.
August 12, 2020
Cognitive Biases at Work
- Cognitive biases can lead us to misunderstand situations, overlook options, and make decisions we regret. The patterns of thinking that lead to cognitive biases provide speed and economy advantages, but we must manage the risks that come along with them.
August 5, 2020
Red Flags: III
- Early signs of troubles in collaborations include toxic conflict, elevated turnover, and antipatterns in communication. But among the very earliest red flags are abuses of power. They're more significant than other red flags because abuses of power can convert any collaboration into a morass of destructive politics.
June 24, 2020
The Planning Dysfunction Cycle
- Some organizations consistently choose not to allocate enough resources or time to planning for their most complex undertakings. Again and again, they decline to plan carefully enough despite the evidence of multiple disappointments and chaotic performance. Resource contention and cognitive biases conspire to sustain this cycle of dysfunction.
May 6, 2020
New Virtual Meetings for Teams
- Now that so many members of so many teams are working from home, the virtual meeting has taken on a new form, and new importance. Here are suggestions for making your virtual team meetings more effective.
March 18, 2020
Bullet Point Madness: I
- Decision makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think.
March 11, 2020
Contribution Misattribution
- In teams, acknowledging people for their contributions is essential for encouraging high performance. Failing to do so can be expensive. Three patterns of contribution misattribution are especially costly: theft, rejection/transmigration, and eliding.
December 11, 2019
The Rhyme-as-Reason Effect
- When we speak or write, the phrases we use have both form and meaning. Although we usually think of form and meaning as distinct, humans tend to assess as more meaningful and valid those phrases that are more beautifully formed. The rhyme-as-reason effect causes us to confuse the validity of a phrase with its aesthetics.
December 4, 2019
Implicit Interrogation Tactics
- When one person tries surreptitiously to extract information from another at work, an implicit interrogation is taking place. Here are seven tactics that people use to interrogate others without revealing what they're doing.
September 18, 2019
The Planning Fallacy and Self-Interest
- A well-known cognitive bias, the planning fallacy, accounts for many unrealistic estimates of project cost and schedule. Overruns are common. But another cognitive bias, and organizational politics, combine with the planning fallacy to make a bad situation even worse.
September 4, 2019
How Messages Get Mixed
- Although most authors of mixed messages don't intend to be confusing, message mixing does happen. One of the most fascinating mixing mechanisms occurs in the mind of the recipient of the message.
August 14, 2019
Workplace Politics and Social Exclusion: II
- In workplace politics, social exclusion can be based on the professional role of the target, the organizational role of the target, or personal attributes of the target. Each kind has its own effects. Each requires specific responses.
July 17, 2019
Barriers to Accepting Truth: II
- When we work to resolve differences of opinion at work, we often depend on informing each other of what we believe to be real facts. At times, to our surprise, our debate partners reject these offerings as untrue, even when they're confirmed authoritatively. Why? And what can we do about it?
December 5, 2018
Effects of Shared Information Bias: I
- Shared information bias is the tendency for group discussions to emphasize what everyone already knows. It's widely believed to lead to bad decisions. But it can do much more damage than that.
November 28, 2018
Wacky Words of Wisdom: VI
- Adages, aphorisms, and "words of wisdom" seem valid often enough that we accept them as universal and permanent. Most aren't. Here's Part VI of a collection of widely held beliefs that can be misleading at work.
February 14, 2018
How to Get Overwhelmed
- Here's a field manual for those who want to get overwhelmed by all the work they have to do. If you're already overwhelmed, it might explain how things got that way.
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