Situations / Relationships and conflict
Relationships and conflict
Understanding the people close to you and why things go wrong.
Traps you might be in
- No. 0233 Curse of KnowledgeYou write six clear steps for a new hire, then spend an hour explaining what you thought needed no explanation.
- No. 0367 False Consensus EffectYou choose a remote cabin for the group trip, sure everyone wants to escape the city.
- No. 0409 Fundamental Attribution ErrorA coworker misses your deadline, and you decide she’s careless before asking what else landed on her desk.
- No. 0494 Impact BiasYou check an unanswered job application again, certain that getting the offer would make the whole year feel different.
- No. 0650 Naive RealismYou leave a meeting certain the facts were obvious, wondering how your colleague could possibly have missed them.
- No. 0663 Negativity BiasYou reread the one harsh comment on your presentation while the ten thank-you messages sit unopened.
- No. 0910 Self-Serving BiasWhen your presentation wins praise, you credit your preparation; when it falls flat, you blame the room’s lousy attention.
- No. 0990 Straw ManYou suggest fewer weekend emails, and your manager starts defending the need to work hard.
- No. 1085 WhataboutismYou ask why your teammate shared a client’s private file, and suddenly you’re discussing a competitor’s data breach.
Tools to try
Patterns at play
- No. 0459 Hedonic AdaptationA month after buying the car you couldn’t stop thinking about, you drive it without noticing it.
- No. 0773 Prisoner’s DilemmaYou check your phone while your friend talks, then look up to find your friend scrolling while you talk.
- No. 0991 Streisand EffectYou demand that a website delete an unflattering photo, and by dinner your friends are forwarding it to each other.