"The greatest source of error is the belief that one is not biased.
The most expensive bias is the invisible one: believing that judgment is neutral. Once a decision has momentum, the same dashboard can look like confirmation or like warning. The mind will choose the interpretation that preserves the story.
Kahneman’s line matters because the pressure is not only external. It is internal: the story of competence can become the reason to ignore disconfirming signals. This is how teams stay on a doomed path while feeling rational.
Define the exit condition before reading the next signal. Decide what evidence would force a stop, what evidence keeps the bet alive, and what action follows. That turns bias from a personality flaw into a system constraint. Once it is written, others can hold you to it.