Why We Make Mistakes

1. We see what we expect to see, not always what's there

"When we look at something—or at someone—we think we see all there is to see. But we don't. We often miss important details, like legs and wheelchairs, and sometimes much larger things, like doors and bridges."

Selective attention: Our brains are wired to notice certain things and ignore others, often based on our expectations and past experiences. This can lead to critical oversights, as demonstrated by experiments where people fail to notice significant changes in their environment.

Change blindness: Studies show that people can miss major alterations to scenes they are viewing, even when those changes happen right in front of them. This phenomenon explains why eyewitness testimony can be unreliable and why we might overlook important details in our daily lives.

Inattentional blindness: We can be so focused on one task that we completely miss other events happening around us. This has serious implications in fields like medicine, where a doctor's narrow focus might cause them to miss an important symptom or diagnosis.

2. Our memories are flawed and often self-serving

"People consistently believe that if something unexpected changes, it will automatically grab their attention and they will notice it."

Memory reconstruction: Our memories are not like video recordings but are reconstructed each time we recall them. This process is prone to errors and can be influenced by our current state of mind, beliefs, and desires.

Self-serving bias: We tend to remember events in ways that paint us in a better light. Studies show that people often:

• Overestimate their past performance
• Recall their grades as being higher than they actually were
• Remember themselves as being more confident or skilled than reality

Context matters: The environment in which we learn or experience something can significantly impact our ability to recall it later. This is why studying in the same room where you'll take a test can improve performance.

3. We connect dots and make assumptions, sometimes erroneously

"When French music was played, French wine sold well; but when German music was played, sales of French wine plunged."

Pattern recognition: Our brains are wired to find patterns and make connections, even when they don't exist. This can lead to superstitions, conspiracy theories, and other false beliefs.

Unconscious influences: We are affected by subtle cues in our environment that we may not even be aware of. Studies have shown that:

• Background music can influence purchasing decisions
• The color of a pill can affect our perception of its effectiveness
• The way a question is framed can dramatically change our answer

Confirmation bias: Once we form a belief or hypothesis, we tend to seek out information that confirms it and ignore contradictory evidence. This can reinforce existing prejudices and make it difficult to change our minds in the face of new information.

4. Overconfidence leads to costly mistakes

"Almost everyone is overconfident—except the people who are depressed, and they tend to be realists."

Dunning-Kruger effect: People with limited knowledge or expertise in a given domain tend to overestimate their abilities. This can lead to poor decision-making and risky behavior.

Financial consequences: Overconfidence has significant impacts in areas like:

• Investing: Overconfident traders tend to make more frequent trades and earn lower returns
• Business: Entrepreneurs often overestimate their chances of success, leading to high failure rates
• Personal finance: People overestimate their ability to stick to budgets or repay debts

Calibration: Learning to accurately assess our own abilities and limitations is a crucial skill. Professions that provide rapid, clear feedback (like weather forecasting) tend to produce better-calibrated individuals.

5. Multitasking is a myth; focus is key

"There is no such thing as dividing attention between two conscious activities."

Attention switching: What we perceive as multitasking is actually rapid switching between tasks. This process is mentally taxing and less efficient than focusing on one task at a time.

Cognitive costs: Attempting to multitask can lead to:

• Increased errors
• Longer completion times
• Higher stress levels
• Reduced creativity and problem-solving ability

Strategies for focus: To improve productivity and reduce errors:

• Minimize distractions in your environment
• Use techniques like the Pomodoro method to work in focused bursts
• Practice mindfulness to improve your ability to concentrate

6. How we frame problems shapes our decisions

"When the disease example above, for instance, is framed in terms of deaths, we choose the risky alternative where there is at least some prospect of saving everyone. But when we are considering gains, we become more conservative; we simply want to hold on to a sure thing."

Framing effects: The way a problem or choice is presented can dramatically influence our decision. For example:

• A medical treatment described as having a "90% survival rate" is viewed more favorably than one with a "10% mortality rate"
• People are more likely to gamble to avoid a loss than to secure a gain

Anchoring: We tend to rely heavily on the first piece of information we receive when making decisions. This is why initial offers in negotiations are so important.

Loss aversion: We feel the pain of losses more acutely than the pleasure of equivalent gains. This can lead to risk-averse behavior in some contexts and risk-seeking behavior in others.

7. We skim and simplify, missing important details

"As something becomes more familiar, we tend to notice less, not more. We come to see things not as they are but as (we assume) they ought to be."

Cognitive shortcuts: Our brains use heuristics and simplifications to process information quickly. While often useful, these can lead to oversights and errors.

Expert blindness: Paradoxically, experts in a field can sometimes miss obvious errors that novices catch. This is because they process information in chunks and patterns, potentially overlooking individual details.

Strategies to combat skimming:

• Use checklists for important tasks
• Deliberately slow down and review your work
• Seek input from people with different levels of expertise

8. Gender differences influence risk perception and decision-making

"Men were overconfident about their odds of success in war, and the men who were more overconfident were more likely to launch wars."

Risk perception: Studies consistently show that men tend to:

• Perceive lower levels of risk in various situations
• Engage in more risk-taking behaviors
• Be more overconfident in their abilities

Decision-making styles: Women often:

• Take a more collaborative approach to problem-solving
• Consider a wider range of factors before making decisions
• Show greater risk aversion in financial decisions

Implications: Understanding these differences can help in designing better systems and policies, from financial products to workplace safety protocols.

9. Expertise requires deliberate practice, not just experience

"No matter the field, it is generally agreed that it takes about ten years of sustained effort to become a world-class expert."

Deliberate practice: Simply doing something for a long time doesn't guarantee expertise. True skill development requires:

• Focused, goal-oriented practice
• Immediate feedback
• Pushing beyond comfort zones

Pattern recognition: Experts develop the ability to quickly recognize complex patterns in their field. This allows for rapid, intuitive decision-making.

Limitations of expertise: Even experts can make mistakes, especially when:

• Working outside their specific domain
• Facing novel situations
• Dealing with probabilistic or uncertain outcomes

10. Small changes in context can have outsized impacts

"The tiniest little change in circumstance can have big impacts on people's behavior."

Choice architecture: The way options are presented can significantly influence decisions. For example:

• Making organ donation the default option dramatically increases participation rates
• Placing healthier foods at eye level in cafeterias increases their selection

Priming: Subtle environmental cues can unconsciously influence our thoughts and actions. Studies have shown that:

• Exposure to words related to old age can make people walk more slowly
• Holding a warm drink can make people perceive others as more friendly

Nudges: Small interventions that preserve freedom of choice but guide people towards better decisions can be powerful tools for behavior change.

11. Happiness and mood significantly affect our choices

"Happy people tend to be more creative and less prone to the errors induced by habit."

Mood and decision-making: Our emotional state influences how we process information and make choices. When we're happy, we tend to:

• Be more creative in problem-solving
• Make decisions more quickly
• Take more risks

Positive psychology: Cultivating happiness isn't just about feeling good; it can lead to better outcomes in many areas of life, including:

• Work performance
• Relationship satisfaction
• Physical health

Mood management: Simple interventions like exercise, mindfulness practices, and spending time in nature can improve mood and, by extension, decision-making ability.

12. Sleep deprivation impairs judgment across all domains

"Even moderate sleep deprivation, for instance, can cause brain impairment equivalent to driving drunk."

Cognitive impairment: Lack of sleep affects:

• Attention and concentration
• Memory formation and recall
• Decision-making and risk assessment
• Emotional regulation

Workplace implications: Sleep-deprived workers are more likely to:

• Make errors
• Have accidents
• Experience conflicts with coworkers
• Engage in unethical behavior

Sleep hygiene: Prioritizing sleep is crucial for optimal cognitive function. This includes:

• Maintaining a consistent sleep schedule
• Creating a sleep-conducive environment
• Limiting exposure to screens before bedtime
• Managing stress and anxiety that can interfere with sleep

Last updated: January 23, 2025