Kahneman et al.’s (2011) checklist for detecting cognitive bias affecting decision-making processes
| No. | Bias | Statement helping to detect the bias |
|---|---|---|
| 1 | Self-interested bias | Check whether the decision maker(s) made the recommendation because motivated by self-interest |
| 2 | Affect heuristic | Check whether the decision maker(s) fallen in love with its proposal |
| 3 | Groupthink | Check whether there were dissenting opinions among decision makers |
| 4 | Saliency bias/recallability bias | Check whether a diagnosis of situation was overly influenced by an analogy to a memorable success |
| 5 | Confirmation bias | Check whether decision makers looked for confirming information to a preidentified option |
| 6 | Availability bias | Check whether decision maker(s) relied on information that comes readily to mind when evaluating situations or making decisions |
| 7 | Anchoring bias | Check whether decision maker(s) relied too heavily on the first piece of information given about a topic |
| 8 | Halo effect | Check whether decision maker(s) assumed that a person, organization, or approach that is successful in one area will be just as successful in another |
| 9 | Sunk-cost bias | Check whether decision maker(s) elaborated a decision solution overly attached to a history of past decisions/investments |
| 10 | Planning fallacy/overconfidence/optimism | Check whether decision maker(s) elaborated a too-optimistic forecast linked with the solution |
| 11 | Disaster neglect | Check whether decision maker(s) elaborated a bad-enough forecast linked with the solution |
| 12 | Loss aversion | Check whether decision maker(s) preferred avoiding losses to acquiring equivalent gains |
| No. | Bias | Statement helping to detect the bias |
|---|---|---|
| 1 | Self-interested bias | Check whether the decision maker(s) made the recommendation because motivated by self-interest |
| 2 | Affect heuristic | Check whether the decision maker(s) fallen in love with its proposal |
| 3 | Groupthink | Check whether there were dissenting opinions among decision makers |
| 4 | Saliency bias/recallability bias | Check whether a diagnosis of situation was overly influenced by an analogy to a memorable success |
| 5 | Confirmation bias | Check whether decision makers looked for confirming information to a preidentified option |
| 6 | Availability bias | Check whether decision maker(s) relied on information that comes readily to mind when evaluating situations or making decisions |
| 7 | Anchoring bias | Check whether decision maker(s) relied too heavily on the first piece of information given about a topic |
| 8 | Halo effect | Check whether decision maker(s) assumed that a person, organization, or approach that is successful in one area will be just as successful in another |
| 9 | Sunk-cost bias | Check whether decision maker(s) elaborated a decision solution overly attached to a history of past decisions/investments |
| 10 | Planning fallacy/overconfidence/optimism | Check whether decision maker(s) elaborated a too-optimistic forecast linked with the solution |
| 11 | Disaster neglect | Check whether decision maker(s) elaborated a bad-enough forecast linked with the solution |
| 12 | Loss aversion | Check whether decision maker(s) preferred avoiding losses to acquiring equivalent gains |