Uncovering the Hidden Biases That Shape Decision-Making

Why do intelligent people repeat bad decisions, defend flawed ideas, or overlook obvious warning signs? Why do organizations resist change, teams fall into groupthink, and professionals cling to habits that no longer serve them?

In I May Be Biased, David Raufer explores the hidden cognitive biases and behavioral patterns that shape decision-making in business, leadership, relationships, and everyday life. Drawing on real-world business experience, personal stories, and behavioral psychology, he reveals how unconscious thinking patterns influence innovation, communication, and personal growth.

From confirmation bias and the halo effect to the sunk cost fallacy and the IKEA effect, I May Be Biased  translates complex psychological concepts into accessible and practical insights. Each chapter includes tools and reflection prompts designed to support clearer thinking, challenge assumptions, and improve decision-making.

Blending behavioral psychology with real-world business experience, this guidebook speaks to professionals, entrepreneurs and leaders curious about how thinking patterns develop and what happens when they go unchallenged. 

The most persistent biases are often the least visible. Which of them are shaping decisions today?