Our feelings shape our perception of risk. And that perception of risk is deeply influenced by our existing beliefs and learned mental models – collectively known as cognitive biases.
There’s a reason it’s called a bias: it’s the brain’s shortcut that often trades accuracy for speed.
But why is our perception of risk so unreliable?
Because once we accept a certain belief, mental model, or worldview, especially one that helps us make sense of risk – it becomes a lens we use unconsciously. We stop questioning it.
Risks start to feel personal – not objective.
We then develop a tunnel vision in interpreting those risks. Probabilities are sidestepped over possibilities.
This is similar to what Daniel Kahneman called theory-induced blindness:
“Once you have accepted a theory [and the perceived risk] and used it as a tool in your thinking, it is extraordinarily difficult to notice its flaws.”
Our brain relies on these models – not because they are accurate, but because they are efficient.
The brain weighs just 2% of the body but burns 20% of total daily energy. Naturally, it’s obsessed with conserving fuel.
And the easiest way to conserve energy? Shortcuts.
The brain doesn’t want to analyze everything from scratch. Instead, it leans on mental models – efficient, simplified maps of how our world works.
This thinking is helpful, but vulnerable to flaws.
Decisions become dependent on the mental models shaped by past experiences and imagined future risks, rather than the truth of present reality. Biases:
- Cause us to misjudge people.
- Lead to poor decisions under pressure.
- Make us resist better alternatives simply because they’re unfamiliar.
A bias is your brain’s way of saying, “I’ve seen something like this before – don’t make me think too hard.”
And because these shortcuts operate beneath awareness, they often influence how we feel – long before we realize they’re at play.
“Emotions shape how you feel.
Biases shape how you think.
And how you feel shapes how you think.
How you think shapes how you feel.”
This loop can keep you stuck.
Or…
It can be understood, interrupted, and reshaped.
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As per The Cognitive Bias Codex, there are – ahmm… 188 biases that influence (or derail) our decisions.
With that many, learning to overcome one often reveals another. At 188, it’s worse than the Hydra, Hercules had to face!
But… what if we were able to improve on just a subset? As less as just seven biases that can enhance our ability to make informed decisions by 80%?
I’m glad you asked. Here are the 7 Biases of Highly Ineffective People and how to interrupt them from influencing your decisions.
Nikhil Kabadi 