Scientific Definition
Believing more information leads to better decisions, regardless of relevance.
Plain-English Definition
Believing more information leads to better decisions, regardless of relevance.
Feynman Explanation
The longer the deck, the worse the decision.
Core Principle
Believing more information leads to better decisions, regardless of relevance.
Mechanisms
Believing more information leads to better decisions, regardless of relevance.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Pending editorial review.
Inputs (Triggers)
Pending editorial review.
Outputs (Behaviors)
Pending editorial review.
Behavioral Signature
The longer the deck, the worse the decision.
Examples
- Decision delayed pending another report no one will read.
- Analysis paralysis dressed as rigor.
Pending editorial review.
Famous Experiments
Pending editorial review.
Design Principles
- Define the minimum information needed to decide. Decide there.
Measurement Approaches
Pending editorial review.
Evidence
Pending editorial review.
Pending editorial review.
The Perverse Incentive Lens™
How this behavior is exploited — and how to redesign around it.
- Define the minimum information needed to decide. Decide there.
Pending editorial review.
Pending editorial review.
Interactive Mini Network
Click any neighbor to re-center the graph and follow the threads of connection.
Knowledge Graph Neighbors
Auto-linked to the rest of the Human Behavior Taxonomy by family, domain, dimension, and shared keywords.
Doing something feels safer than doing nothing — even when nothing wins.
Feelings act as shortcuts for facts.
Over-reliance on the first number that hits the table.
Adding a clearly worse option steers people toward the option you wanted.
Whatever is pre-selected wins more often than it should.
We value things more once they're ours.
The same information lands differently depending on how it's wrapped.
We disproportionately prefer rewards now over rewards later.
We overvalue things we built ourselves.
When trivial metrics become the target, the trivial becomes the strategy.
Losses hurt roughly twice as much as equivalent gains feel good.
We treat money differently depending on which bucket it's in.