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Cognitive bias CaRds

The detk of 52 UX Cards

What are those cards?

Cognitive biases are psychological thought mechanisms and tendencies that cause the human brain to draw incorrect conclusions.

For better or worse, you can use them in many di erent ways to influence user behaviour in your products and services. These biases will also impact collaboration between team members, meetings, and behaviors durig° your user tests.

Who created the cards

The list of cognitive biases is long and looks scary to a lot of people. To make it easier to digest, Laurence Vagner and Stéphanie Walter selected 52 out of the complete list and organized them into 5 categories.

of the complete list and organized them into 5 categories. Cards created by Laurence Vagner &

Cards created by Laurence Vagner & Stephanie Walter -- CC BY-NC-SA 4.0

The cards

We organized the cards into 5 categories. Each category is represented by a colour and a symbol.

Decision-making & behaviorEach category is represented by a colour and a symbol. Thinking & problem solving Memories &

Thinking & problem solvingby a colour and a symbol. Decision-making & behavior Memories & recalling Interview & user testing

Memories & recalling& behavior Thinking & problem solving Interview & user testing Team work, social &

Interview & user testingThinking & problem solving Memories & recalling Team work, social & meetings Anchoring The tendency for

Team work, social & meetingsMemories & recalling Interview & user testing Anchoring The tendency for people to depend too heavily

& user testing Team work, social & meetings Anchoring The tendency for people to depend too

Anchoring

The tendency for people to depend too

heavily on an initial piece of information

o ered (considered to be the "anchor")

when making decisions. Those objects near the anchor tend to be assimilated toward it and those further away tend to be displaced in the other direction.

DECISION-MAKING & BEHAVIOR

in the other direction. DECISION-MAKING & BEHAVIOR This work is available under the terms of the
4.0 International (CC BY-NC-SA 4.0) Cards created b y Laurence Vagner & Stephanie Walter
4.0 International (CC BY-NC-SA 4.0) Cards created b y Laurence Vagner & Stephanie Walter

Cards created by Laurence Vagner & Stephanie Walter -- CC BY-NC-SA 4.0

How to use them?

These cards were created for teaching purposes. They help team members become aware of their own biases and the di erent biases they can induce, whether on purpose or not, to users.

They can also be used as a cheat sheet and as “reminder cards” while designing. You can use them in small workshops with your coworkers to raise awareness among your team.

1. Discover and recall

1.1 Discovery Distribute the cards to groups (or individuals). Ask the people in the group to work together to recall examples of projects, interfaces or work related situations where they might have faced those biases. (10 minutes)

1.2 Sharing Each group presents 1 or 2 of the biases with an example to all participants in the workshop. At the end of the sharing session, depending on how many groups, people “know” at least 10 biases. (2-3 minutes per group)

“know” at least 10 biases. (2-3 minutes per group) Cards created b y Laurence Vagner &

Cards created by Laurence Vagner & Stephanie Walter -- CC BY-NC-SA 4.0

How to use them?

2. Build an experience

2.1 Let’s be evil! The people in the group (or individuals) will now imagine the most manipulative experience possible. They need to use as many biases as possible: those from the cards, those they already know. They can also check uxinlux.github.io/cognitive-biases for more ideas. You can ask them to build an interface, but also a non-digital experience, or even make an advertisement, a TV spot, etc. (15/20 minutes)

2.2 Sharing Each group then presents their own evil experience by listing the di erent biases used. Count the points and discover which group is the most evil and manipulative! (2-3 minutes per group)

is the most evil and manipulative! (2-3 minutes per group) Cards created by Laurence Vagner &

Cards created by Laurence Vagner & Stephanie Walter -- CC BY-NC-SA 4.0

Anchoring The tendency for people to depend too heavily on an initial piece of information

Anchoring

The tendency for people to depend too

heavily on an initial piece of information

o ered (considered to be the "anchor")

when making decisions. Those objects near the anchor tend to be assimilated toward it and those further away tend to be displaced in the other direction.

DECISION-MAKING & BEHAVIORfurther away tend to be displaced in the other direction. Default effect When given a choice

in the other direction. DECISION-MAKING & BEHAVIOR Default effect When given a choice between several options,

Default effect

When given a choice between several options, the tendency to favor the default one.

several options, the tendency to favor the default one. Availability heuristic The belief that if something

Availability heuristic

The belief that if something can be recalled, it must be important, or at least more important than alternative solutions which are not as readily recalled. Subsequently people tend to heavily weigh their judgments toward more recent information, making new opinions biased toward that latest news.

DECISION-MAKING & BEHAVIORmaking new opinions biased toward that latest news. Denomination effect The tendency to spend more money

toward that latest news. DECISION-MAKING & BEHAVIOR Denomination effect The tendency to spend more money when

Denomination effect

The tendency to spend more money when it is denominated in small amounts (e.g.) rather than large amounts (e.g., bills).

DECISION-MAKING & BEHAVIORwhen it is denominated in small amounts (e.g.) rather than large amounts (e.g., bills). DECISION-MAKING &

DECISION-MAKING & BEHAVIORwhen it is denominated in small amounts (e.g.) rather than large amounts (e.g., bills). DECISION-MAKING &

Loss aversion The disutility of giving up an object is greater than the utility associated

Loss aversion

The disutility of giving up an object is greater than the utility associated with acquiring it. People have a tendency to prefer avoiding losses to acquiring equivalent gains: it is better to not lose 5€ than to find 5€.

DECISION-MAKING & BEHAVIORgains: it is better to not lose 5€ than to find 5€. IKEA Effect The tendency

lose 5€ than to find 5€. DECISION-MAKING & BEHAVIOR IKEA Effect The tendency for people to

IKEA Effect

The tendency for people to place a disproportionately high value on objects that they partially assembled themselves, such as furniture from IKEA, regardless of the quality of the end product.

from IKEA, regardless of the quality of the end product. Forer / Barnum Effect The tendency

Forer / Barnum Effect

The tendency for individuals to give high accuracy ratings to descriptions of their personality that supposedly are tailored specifically for them but are in fact vague and general enough to apply to a wide range of people. This e ect can provide a partial some beliefs and practices, such as astrology, fortune telling, some types of personality tests, etc.

DECISION-MAKING & BEHAVIORfortune telling, some types of personality tests, etc. Illusory truth effect The tendency to believe that

of personality tests, etc. DECISION-MAKING & BEHAVIOR Illusory truth effect The tendency to believe that a

Illusory truth effect

The tendency to believe that a statement is true if it is easier to process, or if it has been stated multiple times, regardless of its actual veracity.

DECISION-MAKING & BEHAVIORto process, or if it has been stated multiple times, regardless of its actual veracity. DECISION-MAKING

DECISION-MAKING & BEHAVIORto process, or if it has been stated multiple times, regardless of its actual veracity. DECISION-MAKING

Mere exposure effect The tendency to preferer or like some things merely because of familiarity

Mere exposure effect

The tendency to preferer or like some things merely because of familiarity with them.

DECISION-MAKING & BEHAVIORor like some things merely because of familiarity with them. Status quo bias The tendency to

of familiarity with them. DECISION-MAKING & BEHAVIOR Status quo bias The tendency to like things to

Status quo bias

The tendency to like things to stay relatively the same and be reluctant to any change. The current baseline (or status quo) is taken as a reference point, and any change from that baseline is perceived as a loss.

DECISION-MAKING & BEHAVIORand any change from that baseline is perceived as a loss. Money illusion The tendency to

is perceived as a loss. DECISION-MAKING & BEHAVIOR Money illusion The tendency to concentrate on the

Money illusion

The tendency to concentrate on the nominal value (value on the bills) of money rather than its value in terms of purchasing power.

DECISION-MAKING & BEHAVIORof money rather than its value in terms of purchasing power. Unit bias The tendency to

in terms of purchasing power. DECISION-MAKING & BEHAVIOR Unit bias The tendency to want to finish

Unit bias

The tendency to want to finish a given unit of tasks or items. The individual perceives the standard suggested amount of consumption to be appropriate and will want to consume it all even if it’s too much. This applied to food portions, finishing a movie even if it’s bad, etc.

DECISION-MAKING & BEHAVIORwant to consume it all even if it’s too much. This applied to food portions, finishing

Authority bias The tendency to attribute greater accuracy to the opinion of an authority figure

Authority bias

The tendency to attribute greater accuracy to the opinion of an authority figure (unrelated to its content) and be more influenced by that opinion.

to its content) and be more influenced by that opinion. DECISION-MAKING & BEHAVIOR Decision-making &

DECISION-MAKING & BEHAVIOR

influenced by that opinion. DECISION-MAKING & BEHAVIOR Decision-making & behavior These biases a ect

Decision-making & behavior

These biases a ect people's

decision-making abilities, behaviour and the decisions they make based on the

di erent information they get.

Automation bias The tendency for humans to favor suggestions from automated decision-making systems and to

Automation bias

The tendency for humans to favor suggestions from automated decision-making systems and to ignore contradictory information made without automation, even if it this information was in fact correct.

THINKING & PROBLEM SOLVINGautomation, even if it this information was in fact correct. Confirmation bias The tendency to search

was in fact correct. THINKING & PROBLEM SOLVING Confirmation bias The tendency to search for, interpret,

Confirmation bias

The tendency to search for, interpret, focus on and remember information in a way that confirms one's preconceptions.

THINKING & PROBLEM SOLVINGin a way that confirms one's preconceptions. Bandwagon effect The tendency to do (or believe) things

one's preconceptions. THINKING & PROBLEM SOLVING Bandwagon effect The tendency to do (or believe) things

Bandwagon effect

The tendency to do (or believe) things because many other people already do (or believe) the same. The bandwagon e ect is characterized by the probability of individual adoption increasing with respect to the proportion who have already done so.

THINKING & PROBLEM SOLVINGwith respect to the proportion who have already done so. Curse of knowledge When better-informed people

who have already done so. THINKING & PROBLEM SOLVING Curse of knowledge When better-informed people find

Curse of knowledge

When better-informed people find it extremely di cult to think about problems from the perspective of lesser-informed people. Those better-informed people unknowingly assume that the others have the background to understand.

THINKING & PROBLEM SOLVINGlesser-informed people. Those better-informed people unknowingly assume that the others have the background to understand.

 
   
 
   

Hyperbolic discounting

Law of the instrument

The tendency for people to have a stronger preference for more immediate payo s relative to later payo s. When faced with a choice between two rewards, the people will prefer the immediate reward even if it’s lower than a reward that will come in the future.

An over-reliance on a familiar tool or methods, ignoring or under-valuing alternative approaches. "If all you have is a hammer, everything looks like a nail."

THINKING & PROBLEM SOLVING THINKING & PROBLEM SOLVING

THINKING & PROBLEM SOLVING

THINKING & PROBLEM SOLVING THINKING & PROBLEM SOLVING
THINKING & PROBLEM SOLVING THINKING & PROBLEM SOLVING

THINKING & PROBLEM SOLVING

& PROBLEM SOLVING THINKING & PROBLEM SOLVING Pro-innovation bias Rhyme as reason effect The tendency
& PROBLEM SOLVING THINKING & PROBLEM SOLVING Pro-innovation bias Rhyme as reason effect The tendency

Pro-innovation bias

Rhyme as reason effect

The tendency to have an excessive optimism towards an invention or innovation's usefulness throughout society, while often failing to identify its limitations and weaknesses.

The tendency to perceive rhyming as more truthful. For example, “an apple a day keeps the doctor away”.

THINKING & PROBLEM SOLVING THINKING & PROBLEM SOLVING

THINKING & PROBLEM SOLVING

THINKING & PROBLEM SOLVING THINKING & PROBLEM SOLVING

THINKING & PROBLEM SOLVING

Fear of Missing out The fear experienced by individuals when faced with the thought that

Fear of Missing out

The fear experienced by individuals when faced with the thought that they might miss out on a social occasion, a new experience, a profitable investment or a satisfying event. This social anxiety is characterized by a desire to stay continually connected with what others are doing.

to stay continually connected with what others are doing. THINKING & PROBLEM SOLVING Thinking & problem

THINKING & PROBLEM SOLVING

with what others are doing. THINKING & PROBLEM SOLVING Thinking & problem solving These biases can
with what others are doing. THINKING & PROBLEM SOLVING Thinking & problem solving These biases can

Thinking & problem solving

These biases can change the way people think or solve problems and lead them to come up with wrong conclusions

Information bias The tendency to seek information even when it cannot a ect action. People

Information bias

The tendency to seek information even when it cannot a ect action. People tend to believe that the more information that can be acquired to make a decision, the better, even if that extra information is irrelevant for the decision.

if that extra information is irrelevant for the decision. Pareidolia The tendency to interpret a vague

Pareidolia

The tendency to interpret a vague (and random) stimulus as something known to the observer and significant, e.g., seeing images of animals or faces in clouds, the man in the moon, and hearing non-existent hidden messages on records played in reverse.

MEMORIES & RECALLING MEMORIES & RECALLING

MEMORIES & RECALLING

MEMORIES & RECALLING MEMORIES & RECALLING
MEMORIES & RECALLING MEMORIES & RECALLING

MEMORIES & RECALLING

MEMORIES & RECALLING MEMORIES & RECALLING
MEMORIES & RECALLING MEMORIES & RECALLING Bizarreness effect Context effect Bizarre material is better
MEMORIES & RECALLING MEMORIES & RECALLING Bizarreness effect Context effect Bizarre material is better

Bizarreness effect

Context effect

Bizarre material is better remembered than common material.

 

That cognition and memory are dependent on context. Out-of-context memories are more di cult to retrieve than in-context memories (e.g., recall time and accuracy for a work-related memory will be lower at home, and vice versa).

MEMORIES & RECALLING MEMORIES & RECALLING

MEMORIES & RECALLING

MEMORIES & RECALLING MEMORIES & RECALLING
MEMORIES & RECALLING MEMORIES & RECALLING

MEMORIES & RECALLING

MEMORIES & RECALLING MEMORIES & RECALLING
Google effect The tendency to forget information that can be found readily online by using

Google effect

The tendency to forget information that can be found readily online by using Internet search engines.

MEMORIES & RECALLINGbe found readily online by using Internet search engines. Picture superiority e f f e c

by using Internet search engines. MEMORIES & RECALLING Picture superiority e f f e c t
by using Internet search engines. MEMORIES & RECALLING Picture superiority e f f e c t

Picture superiority effect

Concepts that are learned by viewing pictures are more easily and frequently recalled than are concepts that are learned by viewing their written word form counterparts.

MEMORIES & RECALLINGare learned by viewing their written word form counterparts. Humor effect Humorous items are more easily

written word form counterparts. MEMORIES & RECALLING Humor effect Humorous items are more easily remembered than
written word form counterparts. MEMORIES & RECALLING Humor effect Humorous items are more easily remembered than

Humor effect

Humorous items are more easily remembered than non-humorous ones.

MEMORIES & RECALLINGitems are more easily remembered than non-humorous ones. Primacy effect Items near the end of a

remembered than non-humorous ones. MEMORIES & RECALLING Primacy effect Items near the end of a sequence

Primacy effect

non-humorous ones. MEMORIES & RECALLING Primacy effect Items near the end of a sequence are the

Items near the end of a sequence are the easiest to recall, followed by the items at the beginning of a sequence; items in the middle are the least likely to be remembered.

MEMORIES & RECALLINGrecall, followed by the items at the beginning of a sequence; items in the middle are

items at the beginning of a sequence; items in the middle are the least likely to
Spacing Effect Information is better recalled if exposure to it is repeated over a long

Spacing Effect

Information is better recalled if exposure to it is repeated over a long span of time rather than a short one. For study lessons for instance, this e ect shows that you will remember more when you space out your study then cramming last minute for a test the night before.

study then cramming last minute for a test the night before. Verbatim effect The "gist" of

Verbatim effect

The "gist" of what someone has said is better remembered than the verbatim wording. This is because memories are representations, not exact copies.

MEMORIES & RECALLINGis because memories are representations, not exact copies. Restorff (isolation) effect An item that sticks out

representations, not exact copies. MEMORIES & RECALLING Restorff (isolation) effect An item that sticks out is
representations, not exact copies. MEMORIES & RECALLING Restorff (isolation) effect An item that sticks out is

Restorff (isolation) effect

An item that sticks out is more likely to be remembered than other items.

MEMORIES & RECALLING

to be remembered than other items. MEMORIES & RECALLING Memories & recalling These biases can influence

Memories & recalling

items. MEMORIES & RECALLING Memories & recalling These biases can influence choices by either enhancing or

These biases can influence choices by either enhancing or impairing the recall of a memory or altering the content of a reported memory.

MEMORIES & RECALLINGinfluence choices by either enhancing or impairing the recall of a memory or altering the content

enhancing or impairing the recall of a memory or altering the content of a reported memory.
llusion of validity The tendency for people to overestimate their ability to interpret and predict

llusion of validity

The tendency for people to overestimate their ability to interpret and predict accurately the outcome when analyzing a set of data, in particular when the data analyzed show a very consistent pattern—that is, when the data "tell" a coherent story.

is, when the data "tell" a coherent story. Negativity bias Psychological phenomenon by which humans

Negativity bias

Psychological phenomenon by which humans have a greater recall of unpleasant memories compared with positive memories.

INTERVIEW & USER TESTINGof unpleasant memories compared with positive memories. INTERVIEW & USER TESTING Observer-expectancy effect When

INTERVIEW & USER TESTINGwith positive memories. INTERVIEW & USER TESTING Observer-expectancy effect When a researcher expects a given

INTERVIEW & USER TESTING INTERVIEW & USER TESTING Observer-expectancy effect When a researcher expects a given

Observer-expectancy

effect

When a researcher expects a given result and therefore unconsciously manipulates an experiment or misinterprets data in order to find it.

an experiment or misinterprets data in order to find it. Stereotyping Expecting a member of a

Stereotyping

Expecting a member of a group to have certain characteristics without having actual information about that individual.

INTERVIEW & USER TESTINGto have certain characteristics without having actual information about that individual. INTERVIEW & USER TESTING

INTERVIEW & USER TESTINGto have certain characteristics without having actual information about that individual. INTERVIEW & USER TESTING

Blind spot bias The tendency to see oneself as less biased than other people, or

Blind spot bias

The tendency to see oneself as less biased than other people, or to be able to identify more cognitive biases in others than in oneself.

to identify more cognitive biases in others than in oneself. Congruence bias The tendency to test

Congruence bias

The tendency to test hypotheses exclusively through direct testing, instead of testing possible alternative hypotheses. In an experiment, a subject will test their own usually naive hypothesis again and

INTERVIEW & USER TESTINGwill test their own usually naive hypothesis again and INTERVIEW & USER TESTING Courtesy bias The

INTERVIEW & USER TESTINGnaive hypothesis again and INTERVIEW & USER TESTING Courtesy bias The tendency to give an opinion

INTERVIEW & USER TESTING INTERVIEW & USER TESTING Courtesy bias The tendency to give an opinion
INTERVIEW & USER TESTING INTERVIEW & USER TESTING Courtesy bias The tendency to give an opinion

Courtesy bias

The tendency to give an opinion that is more socially correct than one's true opinion, so as to avoid o ending anyone.

one's true opinion, so as to avoid o ending anyone. Hindsight bias The tendency for people

Hindsight bias

The tendency for people to perceive events that have already occurred as having been more predictable than they actually were before the events took place (also known as the knew-it-all-along phenomenon).

INTERVIEW & USER TESTINGactually were before the events took place (also known as the knew-it-all-along phenomenon). INTERVIEW & USER

INTERVIEW & USER TESTINGactually were before the events took place (also known as the knew-it-all-along phenomenon). INTERVIEW & USER

took place (also known as the knew-it-all-along phenomenon). INTERVIEW & USER TESTING INTERVIEW & USER TESTING
Peak-end rule The tendency for people to judge an experience largely based on how they

Peak-end rule

The tendency for people to judge an experience largely based on how they felt at its peak (i.e., its most intense point) and at its end, rather than based on the total sum or average of every moment of the experience. The e ect occurs regardless of whether the experience is pleasant or unpleasant.

of whether the experience is pleasant or unpleasant. INTERVIEW & USER TESTING Interview & user testing

INTERVIEW & USER TESTING

is pleasant or unpleasant. INTERVIEW & USER TESTING Interview & user testing These biases can directly
is pleasant or unpleasant. INTERVIEW & USER TESTING Interview & user testing These biases can directly

Interview & user testing

These biases can directly influence designer, during interviews or user testing, and may change the outcome of our research. They influence the behaviour of people we interview or people who will test your products and services.

Dunning–Kruger effect The tendency for unskilled individuals to overestimate their own ability and the tendency

Dunning–Kruger effect

The tendency for unskilled individuals to overestimate their own ability and the tendency for experts to underestimate their own ability.

the tendency for experts to underestimate their own ability. Framing effect The tendency to draw di

Framing effect

The tendency to draw di erent conclusions from the same information, depending on how that information is presented and who presented it.

TEAM WORK, SOCIAL & MEETINGSon how that information is presented and who presented it. TEAM WORK, SOCIAL & MEETINGS "Not

TEAM WORK, SOCIAL & MEETINGSand who presented it. TEAM WORK, SOCIAL & MEETINGS "Not invented here" NIH Aversion to contact

WORK, SOCIAL & MEETINGS TEAM WORK, SOCIAL & MEETINGS "Not invented here" NIH Aversion to contact
WORK, SOCIAL & MEETINGS TEAM WORK, SOCIAL & MEETINGS "Not invented here" NIH Aversion to contact

"Not invented here" NIH

Aversion to contact with or use of already existing products, research, standards, or knowledge developed outside a group because of their external origins and costs, such as royalties. Research illustrates a strong bias against ideas from the outside.

illustrates a strong bias against ideas from the outside. Planning fallacy The tendency to underestimate

Planning fallacy

The tendency to underestimate task-completion time, regardless of the individual's knowledge that past tasks of a similar nature have taken longer to complete than generally planned. The bias only a ects predictions about one's own tasks.

TEAM WORK, SOCIAL & MEETINGSthan generally planned. The bias only a ects predictions about one's own tasks. TEAM WORK, SOCIAL

TEAM WORK, SOCIAL & MEETINGSthan generally planned. The bias only a ects predictions about one's own tasks. TEAM WORK, SOCIAL

only a ects predictions about one's own tasks. TEAM WORK, SOCIAL & MEETINGS TEAM WORK, SOCIAL
Reactance The urge to do the opposite of what someone wants people to do out

Reactance

The urge to do the opposite of what someone wants people to do out of a need to resist a perceived attempt to constrain their freedom of choice or limit their range of alternatives.

freedom of choice or limit their range of alternatives. Reactive devaluation The tendency to devalue proposals

Reactive devaluation

The tendency to devalue proposals only because they purportedly originated with an adversary or antagonist.

TEAM WORK, SOCIAL & MEETINGSthey purportedly originated with an adversary or antagonist. TEAM WORK, SOCIAL & MEETINGS Group attribution error

TEAM WORK, SOCIAL & MEETINGSan adversary or antagonist. TEAM WORK, SOCIAL & MEETINGS Group attribution error The tendency to believe

WORK, SOCIAL & MEETINGS TEAM WORK, SOCIAL & MEETINGS Group attribution error The tendency to believe
WORK, SOCIAL & MEETINGS TEAM WORK, SOCIAL & MEETINGS Group attribution error The tendency to believe

Group attribution error

The tendency to believe either that the characteristics of an individual group member are reflective of the group as a whole, or that a group's decision outcome must reflect the preferences of individual group members, even when external information is available suggesting otherwise.

when external information is available suggesting otherwise. Self-serving bias The tendency to claim more responsibility

Self-serving bias

The tendency to claim more responsibility for successes than failures. Individuals attribute successes to internal causes and failures to external causes.

TEAM WORK, SOCIAL & MEETINGSIndividuals attribute successes to internal causes and failures to external causes. TEAM WORK, SOCIAL & MEETINGS

TEAM WORK, SOCIAL & MEETINGSIndividuals attribute successes to internal causes and failures to external causes. TEAM WORK, SOCIAL & MEETINGS

to internal causes and failures to external causes. TEAM WORK, SOCIAL & MEETINGS TEAM WORK, SOCIAL
System justification The tendency to defend and bolster the status quo. Existing social, economic, and

System justification

The tendency to defend and bolster the status quo. Existing social, economic, and political arrangements tend to be preferred, and alternatives disparaged, sometimes even at the expense of individual and collective self-interest.

at the expense of individual and collective self-interest. Cheerleader effect The tendency for people to appear

Cheerleader effect

The tendency for people to appear more attractive in a group than in isolation.

to appear more attractive in a group than in isolation. TEAM WORK, SOCIAL & MEETINGS Team

TEAM WORK, SOCIAL & MEETINGS

a group than in isolation. TEAM WORK, SOCIAL & MEETINGS Team work, social & meetings These
a group than in isolation. TEAM WORK, SOCIAL & MEETINGS Team work, social & meetings These

Team work, social & meetings

These biases can change the way groups of people work collectively and interact with each other, whether in a meeting room or in their daily lives in general.

TEAM WORK, SOCIAL & MEETINGS

interact with each other, whether in a meeting room or in their daily lives in general.