McLelland’s 3 Needs Theory
People have a need for achievement, affiliation and power.
Herzberg’s 2-Factor Theory
Hygiene and motivators affect performance.
People compare inputs and outputs to others to determine fairness.
Curse of Knowledge
Inability to recognize that others do not have the same level of knowledge.
Illusion of Control
Overestimation of one’s ability to control activities or events.
Occam’s Razor is Wrong
The danger in relying on Occam’s Razor in decision making.
Work expands to fill available time.
The belief that one win will lead to another, or past failures necessitate?more failure.
Never attribute malice to what can be explained through stupidity.
Selecting a sub-optimal decision for the purpose of saving time.
Sources of Authority
The various ways authority is established by design or organically.
Regression to the Mean
Over time, outcomes tend to average out.
The Experimental Approach
Tackle unknowns through designed experiments and analysis.
Law of Small Numbers
Variability is high in small sample sizes.
Thinking in terms of the variability of outcomes rather than in discrete terms.
Success and Luck
Is success largely beyond our control?
Cognitive Switching Penalty
The price you pay for multi-tasking.
The Toxicity of Long Hours
Mental degradation, inefficiencies and other ill effects from overwork.
The importance of developing backup plans, because things will go wrong.
Kohlberg’s Stages of Moral Development
How human beings develop morality with maturity.
The tendency to forget or ignore failures. This is the antithesis of learning from your mistakes.
People remember and judge experiences based largely on the peak and the last impression.
Tendency for group members to agree with each other and withhold contrarian views.
Hindsight is 20/20
Tuckman’s Stages of Group Development
How group dynamics evolve over time.
Incentives and Unintended Consequences
Incentives can lead to undesirable behavior, and punishments can provide justification for bad behavior.
Tendency to cherry-pick or distort information to fit a pre-existing viewpoint.
Low skilled people tend to overestimate their abilities and underestimate challenges.
Prior Hypothesis Bias
Tendency to favor a prior hypothesis despite contradictory evidence.
Discomfort from contradictory information.
Self-Justification (Rationalizing Behavior)
Common methods of justifying actions/beliefs in light of contradictory information.
System 1 and 2 Thinking
Humans process information quickly using heuristics, but take time to analyze more complex decisions.
People prefer to use information that is easy to obtain.
The cost of what you are giving up when you make a decision involving scarce resources like time and money.
Costs including time and money, which have already been expended.
Existing beliefs create a feedback loop that reinforces the belief or influences its outcome.
People expect effort to lead to performance to lead to rewards.
Contradiction of Passion
Many devs are inspired by passion for making games, but they need to make decisions dispassionately to be successful.