1.2.10.6. Podcast Episode

“Are We In Control of Our Decisions?” — TED Radio Hour featuring Dan Ariely

This episode examines how subconscious assumptions, cognitive biases, and emotional cues subtly influence decision-making — often long before rational reasoning begins. Dan Ariely explores how framing, anchoring, loss aversion, and contextual cues shape interpretation and judgment in ways leaders rarely recognize in real time.

The conversation introduces practical tools to strengthen decision quality, including slowing intuitive judgment, challenging certainty, reframing assumptions, and testing interpretations against evidence rather than emotional comfort. Ariely’s examples highlight how small contextual shifts can dramatically alter the decisions people feel confident making.

Reflection Assignment

As you listen, reflect on the decisions you are currently evaluating. Use the following prompts as a guide:

1. Where are assumptions operating without being questioned?
   Identify specific beliefs you are treating as facts, even though they have not been explicitly tested or validated.
2. Which elements of your thinking are driven by emotion rather than validation?
   Notice where fear, excitement, urgency, or desire may be shaping your interpretation of options more than data or structured analysis.
3. Where might slowing down — even slightly — lead to clearer reasoning and better outcomes?
   Pinpoint one current decision in which a brief pause, additional perspective, or small experiment could significantly improve the quality of your judgment.

Revisit Prompt

Listening actively will help convert awareness into disciplined strategic behavior. Revisit this episode after making one or two meaningful decisions in your venture. Ask yourself: Did I apply what I learned about framing, bias, and contextual influence — or did I default to familiar patterns? The gap between what you know and what you do is one of the most powerful indicators of your growth in decision discipline.

Over time, this practice will reinforce a leadership posture grounded in evidence-aligned reasoning rather than automatic certainty — a critical advantage in entrepreneurial environments defined by volatility and incomplete information.