1984.design
1984.design
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To act, we must be confident we can make an impact and feel what we do is important

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Peltzman effect
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Risk compensation
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Effort justification
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Trait ascription bias
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Defensive attribution hypothesis
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Fundamental attribution error
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Illusory superiority
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Illusion of control
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Actor–observer bias
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Self–serving bias
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Barnum effect
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Forer effect
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Optimism bias
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Egocentric bias
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Dunning–Kruger effect
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Lake Wobegone effect
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Hard–easy effect
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False consensus effect
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Third–person effect
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Social desirability bias
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Overconfidence effect