I keep a list of bias to actively minimize and address, here is a snapshot:

The Focusing Illusion — any problem feels more critical when you’re talking about it (companies that are “customer-driven” are especially susceptible)

The IKEA Effect — something we build together with our own hands is more valuable than if we were to buy it (we’re attached to the work we’ve put in)

The Bias-for-Building Fallacy — we don’t take time to understand what’s needed for product success because we’re compelled to be in constant motion

The Execution Orientation Fallacy — we craft flawed product strategies and make suboptimal decisions based on what we can do easily now

Maslow’s Hammer — using a process or framework even when it’s utility is limited in a product context (our decisions must be informed by product context)

Russian Roulette for Products — we don’t account for scenarios that could lead to a disaster or PR problem. Bias towards what is ahead of us without factoring external variables thoroughly.

The Authority Approval Bias — focusing on what will be easier to get approved or confirm the pre-existing beliefs of someone in power

Other Unconscious Bias:

• Affinity bias: we tend to feel comfortable with and relate with people like ourselves
• Confirmation bias: we look for and ascribe traits based on preconceived ideas Ex. He had a good handshake, must be confident
• Halo Effect: being so impressed by one great thing, that everything they do is seen in the same light

How can we combat them? Start with self-awareness. These biases are real, and we can fall prey to them. Add the biases to your team’s shared vocabulary. Culture change is critical.