Cognitive Biases in BusinessPerception BiasesConfidence without CompetenceHubris: The Dark Side of the Bright Side (Optimism)Hubris and the Deepwater Horizon Trillion-Dollar ErrorsGreen Light, STOP! The Halo EffectThe Ostrich EffectProblem-Solving BiasesThe Availability and Confirmation BiasesGetting Cause and Effect Wrong—The Narrative FallacyReports in Drawers and How “Passions” Drive ChangeFacts Do Not Drive Change; “Passions” and Values DoSolution-Selection BiasesTrusting Guts, Trusting ModelsWeighing “Bias-for-Action” and the Quick FixReorganizationsCopying the Herd, or Leading Like a LemmingEscalation of Commitment and the Sunk Cost FallacyConfronting EscalationThe Wisdom (or Madness) of CrowdsConclusion and Implications for Change Experts