The 7 Cognitive Biases of Product Teams, a video thread for very busy product people:
(these ~15 minutes could save your company ~15 million or more on opportunity costs)
(1/15)
Why care about studying our own cognitive biases
(2/15)
You do not rise to the level of your plan, you fall to the level of your decision-making
(3/15)
We must avoid making bad choices
(4/15)
The Focusing Illusion for products
(5/15)
The IKEA Effect for products
(6/15)
The Bias-for-Building Fallacy
* IMO the most important one to understand
(7/15)
The Execution Orientation Fallacy
* this bias is a pet peeve of competent product leaders & product-focused CEOs
(8/15)
Maslow's Hammer
(9/15)
Russian Roulette for products
(10/15)
The Authority Approval Bias
* most product people have painfully lived through this one at some point in their career
(11/15)
"But.... look at Product X or Company Y. It is so successful despite these biases."
Why that line of reasoning is not advisable:
(12/15)
3 key solutions to combat these biases
(14/15)
How you can combat each of these biases with an Operating Principle for your team/org/company
(15/15)
The End
🙏🏾👍🏾❤️📈
If you want to (re)watch all of this material, plus a bonus short story that many product people have lived, head over to YouTube and add this video to your watchlist:
Check out this thread if you prefer a comprehensive, non-video format for these 7 Cognitive Biases of Product Teams:
Most Execution problems are really 1) Strategy problems, or 2) Interpersonal problems, or 3) Culture problems
Good leaders execute well because they understand this. They fix the root problem.
Bad leaders struggle because they are always applying band-aids.
Of course, at times it is a real Execution problem.
Real Execution problems include:
A) Funding constraints
B) Team skill gaps
C) Tool issues
D) Org structure
E) Process problems
F) External dependencies
G) Technical complexity
H) Coordination complexity
In the majority of cases though, what is initially expressed as an Execution problem isn't an Execution problem at all.
It's more convenient to point a finger at these Execution problems when the root cause is actually a Strategy / Interpersonal / Culture problem.
-started by identifying the real goal
-decomposed vague concepts
-framed the right questions
-sought more data or experience
-listened to multiple perspectives
-assessed upsides & downsides
-examined your own biases
-acted like an owner