The human brain is both our best friend and our most dangerous enemy. It “fills in the blanks” and “reconstructs” reality, presenting the world in a way that is not always accurate but is more comfortable for us. Sometimes, it uses cognitive shortcuts—automatic thought mechanisms that help us make decisions faster but can also lead to errors. These errors are called cognitive traps or cognitive biases.
Let’s explore five of the most well-known cognitive traps that influence our daily decisions. We will examine real-life examples as well as scientific experiments that confirm their existence.
Confirmation Bias
Why do we only see what confirms our beliefs?
This trap makes us seek, remember, and interpret information in a way that aligns with our existing views. In other words, we hear what we want to hear and see what we want to see. Anything that contradicts our beliefs is either ignored or reinterpreted to preserve our perspective.
A person convinced that low-carb diets are the only way to lose weight will actively seek articles and opinions that support this idea while ignoring research proving the importance of a balanced diet.
In 1979, psychologists Charles Lord, Lee Ross, and Mark Lepper conducted a study. They gathered people with opposing views on the death penalty and presented them with two conflicting studies—one proving its effectiveness and the other disproving it. The result? Participants accepted only the information that confirmed their beliefs while ignoring the opposing data.
How to avoid it?
- Consciously look for alternative viewpoints.
- Frequently ask yourself, “What if I am wrong?”
- Verify information from reliable and independent sources—the more sources, the better.
Survivorship Bias
Why do we only see successes but overlook failures?
Unfortunately, people tend to focus only on successful examples and ignore cases of failure. This is a dangerous trap because it creates a distorted perception of reality.
There is a widespread belief that a university degree is not necessary for success because Bill Gates and Mark Zuckerberg dropped out and became billionaires. However, thousands of people have also dropped out of university and achieved nothing. We simply don’t hear about them because they are not considered interesting or newsworthy.
The discovery of this cognitive trap was crucial. During World War II, American engineers studied bullet holes on returning aircraft to reinforce vulnerable areas. However, mathematician Abraham Wald pointed out a critical mistake: they were analyzing damage only on planes that had made it back, while the real concern should have been those that did not return. This insight changed aviation strategy and aircraft design.
How to avoid it?
- Do not draw conclusions based only on successful examples.
- Analyze the full statistics, not just the noticeable cases.
Anchoring Bias
Why does the first number we hear or see influence our decisions?
This cognitive trap occurs when the first piece of information we receive (often a number) serves as an “anchor,” affecting all subsequent judgments.
A store initially prices a product at $100, then marks it down to $50. It seems like a great deal, but in reality, the item may have always been worth $50. This bias is especially noticeable during Black Friday—if you check prices a month before, you may find that the so-called “discounted” prices are the same or even lower than on the sale day.
In 1974, Daniel Kahneman and Amos Tversky conducted a study where participants were asked how many African countries were members of the United Nations. However, before answering, they were shown a random number generated by a roulette wheel. Those who saw 10 gave lower estimates, while those who saw 65 gave higher ones. This proves that even random information can influence our judgment.
How to avoid it?
- Avoid making hasty conclusions.
- Verify data from multiple sources before making a decision.
Sunk Cost Fallacy
Why is it so hard to walk away from a bad decision?
We tend to stick with losing situations simply because we’ve already invested a lot of resources—time, money, or effort. You buy a ticket for a boring movie. After 30 minutes, you realize it’s not worth watching, but you continue just because you already paid for the ticket. You start reading a dull book and don’t want to quit halfway because you chose it yourself, don’t want to admit a mistake, and have already read 76 pages.
In 1985, Hal Arkes and Catherine Blumer found that people who paid $100 for a concert ticket were more likely to attend despite bad weather than those who paid only $50. This shows that the more we invest in something, the harder it is to abandon it—even when it’s not in our best interest.
How to avoid it?
- Ask yourself: “If I hadn’t already invested time/money, would I still continue?”
Dunning-Kruger Effect
Why do beginners overestimate themselves while experts doubt their skills?
People with low knowledge in a particular area tend to overestimate their abilities. In contrast, real experts understand the complexity of a subject and are often less confident about their expertise.
A beginner investor believes they can master the stock market in a month and become a millionaire. Meanwhile, an experienced investor understands the risks and complexities involved. The less someone knows, the more confident they are. Conversely, the more a person learns, the more they realize how much they still don’t know. This is why incompetent individuals sometimes reach leadership positions, while true professionals remain in the background.
In 1999, David Dunning and Justin Kruger conducted a study:
People with poor scores in logic, grammar, and humor tests believed they performed much better than they actually did.
Meanwhile, those with high scores doubted their own abilities.
How to avoid it?
- Acknowledge that no one knows everything.
- Keep learning and regularly challenge your own knowledge.
Cognitive traps affect our daily lives—in shopping, work, communication, and major decisions. Recognizing these biases helps us think critically and make better choices. Next time you’re faced with an important decision, ask yourself:
“Am I falling into a cognitive trap? Is my own brain deceiving me?”
