Psychology

• Egocentric Bias

  • We convince ourselves of the accuracy of our own personal perspective—that we view ourselves as unimpeachable—and therefore struggle to acknowledge any perspectives or data that may alter our understanding of the world.
  • Everything you look for and all that you perceive has a way of proving whatever you believe.

• Asch Conformity Experiments

  • 指鹿為馬的「從眾心理」

• The Illusory Truth Effect

  • The tendency to believe false information to be correct after repeated exposure

• The Centipede’s Dilemma

  • How overthinking kills productivity

• The Confirmation Bias

  • 意識形態
  • 先射箭再畫靶

• The Myopia Bias

• The Self-Attribution Bias

• The Survivorship Bias

  • What is unseen often has just as much value as what is seen
  • Fighting The Zebra Effect is hard (but worth it)
    • Standing out is dangerous. It’s always going to be safer and more comfortable to blend in. But it’s only by taking this risk that you can accomplish truly remarkable things.
    • Those from our class who were willing to look crazy for long periods of time had built unique and impactful things. They also seemed happier on average.

• The Pyrrhic Victory

• The Cobra Effect

• The Locksmith Paradox

  • The locksmith is penalized for proficiency!

  • Outcome over input time

    • Focus on the value the customer receives, not how long it took to create that value
    • Whenever you can, separate time from your service pricing and charge based on deliverables

  • Challenge: Need trust foundation

  • The Picasso Paradox

    Picasso was walking through the market one day when a woman approached him. She pulled out a piece of paper and said, “Mr. Picasso, I am a fan of your work. Please, could you do a little drawing for me?” Picasso smiled and quickly drew a small, but beautiful piece of art on the paper. He handed it back to her. “That will be one million dollars.” “But Mr. Picasso,” the woman protested, “It only took you thirty seconds to draw this little masterpiece.” “My good woman,” Picasso smiled, “It took me thirty years to draw that masterpiece in thirty seconds.”

• The Peter Principle

  • Employees in hierarchies are steadily promoted for competence—until they reach a level where they’re incompetent.
  • People are promoted up to the level of peak incompetence.
  • Examples: senior management at large organizations

• The Arrival Fallacy

• The Zeigarnik Effect

• The Overview Effect

• The Diderot Effect

  • When acquiring a new possession leads to a spiral of consumption that results in the acquisition of even more possessions. In other words, it means that buying something new can cause a chain reaction of buying more and more things because the new item makes one feel like one needs other things to go with it or to keep up with it.

• The Endowment Effect

  • People tend to value items that they own more highly than they would if they did not own the same items

• The Theory of Mind

  • Put yourself into the mindset of another person

• Standford Marshmallow Experiment on Delayed Gratification

• 「果醬實驗」(Jam Experiment)

  • How Choice Overloads Makes Consumers Buy Less (due to Decision Fatigue)

• Loss Aversion

  • The pain we feel when we lose outweighs the pleasure we feel when we win.

• Echo Chamber (同溫層效應 = 迴聲室效應 = 信息繭房)

• 信使效應 on 壞消息 → shoot the messenger

• 鴕鳥心態 (Ostrich Effect): 指一種人類因為不敢面對現實而逃避問題，以求得心理上安全感的懦弱行為

• The Shiny Object/Toy Syndrome

• The Status Quo Bias

• Ambiguity Effect

  • People tend to…
    • avoid options that we consider to be ambiguous (i.e., a lack of information)
    • select options for which the probability of a favorable outcome is known, over an option for which the probability of a favorable outcome is unknown.

• The Halo Effect Standford Prison Experiment