Every note in the archive that names Confirmation Bias: summaries, key takeaways and links to the original essays, episodes and posts. Ask a question below to get a cited answer from just these notes’ authors.
“Founders have all sorts of reasons for starting companies. Sometimes it’s because they’ve personally experienced a pain point and want to address it. Sometimes they’re dissatisfied with what’s available on the market and think they can do better. And sometimes it’s because they have an”
Marty Cagan argues that product teams should actively seek out critical, negative feedback, since qualitative insight about why users don't adopt, buy, or stay is more valuable than most quantitative data. He observes…
Teresa Torres uses a product manager and designer dilemma to argue that teams waste time designing a whole near-term vision upfront, because their assumptions about being right are usually wrong. She contends that…
Teresa Torres argues that the popular "We believe... will result in... we will have confidence when..." hypothesis format is quick but insufficient for sound experiment design. She explains that teams should test the…
Teresa Torres recounts how her team at AfterCollege nearly celebrated a false win: a report claimed their new Explore feature beat the old Search, but the funnel had been misread as page-to-page when it was actually a…
Teresa Torres argues that product builders make constant decisions, but human judgment is error-prone, so teams should deliberately design decision-making processes. She identifies eight critical decisions in building…
Teresa Torres argues that product teams often fall for confirmation bias: people notice evidence that supports their ideas and overlook disconfirming signals, even when given the same data. Her example shows how…
Teresa Torres argues that product builders consistently overestimate how right they are, drawing on behavioral research and the Heath brothers' book Decisive, which describes four decision-making traps: narrow framing…