Volume XXIV, Number 1 (Issue 1162) January 5, 2026
A New Year…
… the same old stumbling blocks. In recent years there have been several occasions where I have found reason to mention some of the insidious little unconscious biases that interfere with the objectivity and quality of our decision making. When I speak of bias, I am not referring to the big, ugly, unfounded prejudices we allow to form that tend to be directed at a particular group of people or situations. Rather, I am addressing the subtle biases that make for less than rational decisions.
So impactful, yet so unconscious, are our biases that whenever we facilitate a strategic planning event or leadership development program, we kick off the opening session with a request that the participants “clear their filters.” That is immediately followed by an explanation, review, and discussion of the following list:
Affinity (aka Selection) Bias: The tendency to surround oneself with people of similar backgrounds, experiences, and points of view.
Anchoring Bias: The tendency for one’s first experience/encounter to establish a basis for comparison to items that are similar (seemingly identical).
Binary Bias: The tendency to see inherently complex issues as having only two positions (black and white, right and wrong).
Confirmation Bias: The tendency, particularly among researchers, to select the data points that support their conclusion while simultaneously excluding or discounting any data points that run counter or disprove their hypothesis.
Desirability Bias: The tendency to ignore data that the researcher deems supportive of an outcome they find personally distasteful.
Endowment Effect: a psychological phenomenon where an individual values an owned object more than they would if it were not owned.
Fundamental Attribution Error: The tendency to ascribe reasons for others’ actions without actual knowledge of the facts (while also excusing one’s own behaviors by attributing them to events beyond our control).
Status Quo Bias: The tendency to want to stay the course (stay with the familiar) even when there is growing evidence the old solutions are becoming less and less effective.
Bandwagon Effect: The tendency to do something/believe/support something because others have done it/believe it, particularly when that “other” is in a position of authority.
Noise: A measure (and the nature of the source) of variability in all decisions/assessments involving human (non-algorithmic) judgement.
A couple of things should be noted about the above list. First, it is not a comprehensive list of unconscious biases. These ten happen to be the ones we have found to constantly inhibit consistent, clear-headed thinking. Second, the definitions of each are paraphrases of the technical definitions one might find. Third, the last two items are not typically included in a list of biases. However, their outsized influence on most people’s decisions cannot be ignored. Hence, our resolve to include them in the list. Finally, when we present this list and the accompanying definitions, we also provide an example of each so that the audience can relate to their own sometimes wonky thought processes.
Hopefully, as we ease into 2026, all of us will keep these potential stumbling blocks in mind so that our future decisions will be more bias-free. To that end, you might consider printing off this list and keeping it in clear view. Out of sight, out of mind.
Soli Deo Gloria
“Trust in the Lord with all your heart and lean not on your own understanding; in all your ways submit to him, and he will make your paths straight.” Proverbs 3:5-6
J. Keith Hughey
Mobile: (210) 260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
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Copyright 2026 by J. Keith Hughey. All rights reserved. Permission is hereby granted for reproduction and redistribution of this essay as provided under the copyright laws of the United States of America. Recent issues of Musings may be found at www.jkeithhughey.com. Your comments are both welcomed and encouraged.