Passion is no bad thing but letting the emotions run wild will lead to at least less success if not failure. Focusing on the result may mean you never get the result you want. Luckily we have both a large cortex and also many generations of people who have used this part of the brain to observe, think and analyse. So that real patterns rather than seeing what we want to see whether it’s there or not has been passed down. But there is a catch humans have the emotional part of the brain with quicker reactions and the emotions. This has it’s place but it can interfere or stop the rational bit doing it’s part without some rational thought. So here are some more traps we fall into that need thought in the cold light of day to avoid, not hope for in the middle of action.

a) Outcome bias

The result is used to justify or criticise decisions ignoring other factors and chance.

It is so easy to take a result on face value and have no real understanding of actual ability of performance. There are so many variables that can effect results. To just believe that the best will prevail, may be good for longer or multiple events but not for one off events. The glamour of the cup (knock out) can lead to all sorts of results that only represents that game or event, not necessarily giving a clue to future or other events. Sometimes trophies are won by the only one to turn up, or by the son of the organiser. At the elite levels injury, refereeing and many other factors can push the result a long way let alone affecting the small differences between closely matched opponents. Results do count of course but must be put in context, not to look for excuses but real factors. The long term approach is to look for steady improvement and hitting smaller targets which if met should lead to better performance and larger results. As previously mentioned the beginner will need an experienced, objective eye for this. Even the best will need help to get passed the mist that emotion and action can produce. In action adrenaline is effecting the brain and perception as can many other factors. There is a need to get support and/or learn yourself to work out the real or imaginary.

b) Overconfidence bias

Common with beginners with the difference from what is known and what thought of as known or as knowledge

Here is the first and a foundational situation where misunderstanding can occur. A coach or organiser needs to set up events, training and the people to get a simpler or explained situation. Early wins or losses can guide perceptions and beliefs to learned helplessness or over confidence. Recognition that one is a beginner is needed to appreciate the reality of a success (and a failure). For overconfidence from too easy a task will mislead. An overview of progression is useful but can also be daunting.

c) Risk compensation or Peltzman effect.

We adjust our behaviour in relation to the perceived risk. Protective equipment causes a change in behaviour where we put it on and then go crazy making it more likely to have accidents maybe even increasing risks. The risk compensation bias is observed in contact sports like rugby and ice hockey. New rules for player action have had to be implemented only after it was observed that players acted more violently with each other when they had their protective equipment on. Some safe conditions encourage change of technique and strategy. This needs some control as when the equipment is removed people may make dangerous choices. A historic example is boxing where head punches can easily break the hand. Gloves originally were to protect the hand for training and for posh people who fell for the glamour and wanted to share it. Later head protection has been found to increase head trauma with increased shaking of the brain.

d) Halo Bias

Seeing a person who shows ability in one thing to be good at more or every thing. The classic mistake made is that the best players will make the best coaches. People see a person and perceive greater capabilities than they can actually see evidence of. When this distorted perception later sees failure then an exaggerated presumption of negative traits may happen. We may also misjudge people based on race, size or appearance. People who are attractive are presumed to be more capable as do those that ‘look right’. We see one thing and presume more things as part of a stereotype or idea of how things are.

So make a list of the most successful coaches and see how many performed themselves at the very top. A few years ago a statistician analysed American sports and debunked a number of myths of which players produced the best for a team, now many teams use the data to select players. The nerd was ignored for well forever till someone with money used the results and got a better performing team. We all really need that outside view above the emotional cloud of perception, where these bias traps are best avoided.

Again actual observation, thought and analyse with explanation needs to be included to lesson these biases. Responding to actual events and opposition rather than guessed ideas of events and the opposition.