Examples:

1. Study conducted by Wiseman about individuals being paid differing amounts to pick up trash in a park, in which those paid less gave more positive reviews of their experience.

Definition:

1. People like you more when they do a favour for you.

Insights:

1. The Effect is more likely to work with small favours, significant requests or inconveniences are likely to have the opposite effect.

Insights:

1. People have a strong tendency to underestimate project times. This is particularly strong in group projects.

Principles:

1. In estimating the time for projects, look at similar examples of past completed projects.
2. Isolate all the steps required for a project. Estimate the time required individually, then make a total time estimate.

References:

1. Study of time management - Roger Buehler at Wilfrid Laurier University asked students to indicate when they expected to finish an important term paper.

Definition:

1. The phenomenon where the occasional slip-up can enhance likeability.

Insights:

1. The Pratfall Effect works only when someone is in danger of being seen as too perfect.

References:

1. Elliot Aronson, University of California - conducted a number of experiments including the effect of knocking a cup of coffee onto a new suit on a persons likeability. The student committing the blunder was viewed as more likeable.

Definition:

1. Settling for good enough.

Insights:

1. Two strategies for decision making: maximising vs satisficing.
2. Maximisers might achieve more, but take longer to reach decisions, and are usually less happy because of a tendency to dwell on what could have been.

Insights:

1. Some research suggests that group brainstorming may fail in part due to social loafing.

References:

1. Max Ringelmann, French agricultural engineer studied the efforts of workers in groups lifting heavy weights - the results showed that people working in groups exert less energy than on their own.

Principles:

1. Listen to the quiet guy.

Insights:

1. We focus on our own looks and behaviour far more than those of others.
2. We believe that our mistakes are more noticeable than they actually are.

References:

1. Thomas Gilovich, Cornell University - Barry Manilow T-shirt experiment to show that people notice less about ourselves than we would expect.

References:

1. 1920s. Bluma Zeigarnik observing waiters in a cafe that could easily remember orders, but forgot as soon as the bill was paid.

Insights:

1. Unfinished tasks stick in people's minds.
2. Zeigarnik believed that starting an activity creates anxiety, that is relieved once completed.
3. Procrastination occurs when we are overwhelmed with the size of a task.
4. We can overcome procrastination by starting tasks "for just a few minutes".