Harness the power of your mind and learn how to avoid common pitfalls in the thinking process. Learn about cognitive bias to maximise your ability of rigorous and logical decision-making and minimise the chances of mistakes.

Knowing how to avoid common thinking flaws is helpful in any area of business life, such as when assessing information for a plan, project or legal case, and when formulating ideas, solutions, action plans and strategies.

It maximises the chances of avoiding flaws in one's understanding and of creating as flawless strategy as possible.

This training is particularly useful for executives, CEOs and anyone involved in strategy and decision-making. The duration and content can be adapted to what my clients want to achieve.



The groundbreaking work by Nobel prize winner Daniel Kahneman and by Amos Tversky has found that the human minds work by using "shortcuts". These shortcuts lead us to make assumptions in our thinking without us realising it. Often those assumptions can be unfounded and may lead us to make mistakes.

Scientists have found more than 150 shortcuts or assumptions that people commonly use in perceiving facts and reality and in formulating thoughts. Examples of unconscious or cognitive bias are:

Confirmation bias: it is the tendency to believe a hypothesis we have formulated irrespective of whether it is correct. That is because human beings have a basic tendency to look for information that is consistent with their current beliefs and to disregard potentially contradictory evidence.

Avoiding confirmation bias is particularly useful at the stage of fact-finding and collecting information for any project to prevent creating a skewed perception of reality. Confirmation bias is also useful to avoid when finalising and double-checking one's strategy or solution; that is because understanding this bias allows us to identify any errors in our own thinking process and that of others so that mistakes can be corrected. ​ ​

"What you see is all there is (WYSIATI)" bias: the tendency to believe that all we see or know is all that matters and ignoring what we do not know.

Being aware of this bias is useful at the information gathering stage of project. It allows to identify gaps in one's knowledge and to seek out this information from other parties to enable as comprehensive understanding as possible. ​ ​

Learn about common bias, shortcuts and common innate flaws in thinking processes. Maximise your thinking power and minimise the chance of mistakes by becoming aware of how these impact your decision-making and gaining further insight into your thinking processes. ​



Learn the methods used by "superforecaters" to assess reality accurately and develop rigorous thinking processes. Using the findings of Philp Tetlock on judgement processes and forecasting, learn how to boost your thinking power and maximise your chances of success in decision-making and forecasting.


Available as one-to-one sessions or as a talk or workshop for your organisation.


Here is an example of the knowledge that may be included in Decision-Making Executive Training.


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