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Orthodox views prize intelligence and intellectual rigor highly in the modern realm of universities and tech industry jobs. One of the underlying assumptions of this value system is that smart people, by virtue of what theyve learned, will formulate better decisions. Often this is true. Yet psychologists who study human decision making processes have uncovered cognitive biases common to all people, regardless of intelligence, that can lead to poor decisions in experts and laymen alike. Thankfully these biases can be avoided. Understanding how and in what situations they occur can give you an awareness of your own limitations and allow you to factor them into your decision-making. One of the most common biases is what is known as the fundamental attribution error. Through this people attribute the failures of others to character flaws and their own to mere circumstance, subconsciously considering their own characters to be stainless. Jenkins lost his job because of his incompetence; I lost mine because of the recession. It also leads us to attribute our own success to our qualifications, discounting luck, while seeing others success as the product of mere luck. In other words, we typically demand more accountability from others than we do from ourselves. Not only does this lead to pettyjudgments about other people, it also leads to faulty risk assessment when you assume that certain bad things only happen to others. For example, you might assume, without evidence, that the price of your house will go up even though 90 percent of them have dropped in price, because you yourself are more competent. For For example, imagine that you suspect your computer has been hacked. Every time it stalls or has a little error, you assume that it was triggered by a hacker and that your suspicions are valid. This bias plays an especially big role in rivalries between two opposing views. Each side partitions their own beliefs in a logic-proof loop, and claims their opponent is fai