Parts I and II explained the need for decision quality (DQ) and described the six requirements to achieve it. Part III begins by recognizing that the human mind is just not wired to achieve DQ naturally. Chapter 10 and 11 expose the biases and decision traps that so often get in the way of making high-quality decisions. By understanding these biases, we can work to avoid them. Chapters 12 and 13 introduce practical and proven processes for overcoming biases and reaching DQ in two different types of decisions: strategic and significant. Because these decisions differ in terms of magnitude and complexity, they require different levels of preparation, analysis, and collaboration. These chapters describe the processes suited to strategic and significant decisions and include example applications.