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Every bias the Decision Intel pipeline detects has a stable, permanent ID (DI-B-001 through DI-B-022), a named historical failure, and a primary academic citation. Cite these IDs in research, audits, and regulatory filings.
Once assigned, an ID never changes. This is the published contract.
Detection in live memos is 8× harder for compound patterns than for individual biases. Three of these are M&A workflow-native (Synergy Mirage / Conglomerate Fallacy / Winner’s Curse) — the failure modes McKinsey + KPMG track on 70-90% of acquisitions that miss synergies. Click through to /bias-genome for the full case-anchor coverage.
Synergy claims without a NAMED operational mechanism, accountable executive, or 90-day milestone. The canonical M&A failure mode (70-90% of acquisitions miss projected synergies per McKinsey + KPMG).
Far-adjacency acquisition justified by target growth and brand halo, with no answer to Porter’s "why us as the best parent" thesis.
Auction-dynamic anchoring drives bids above intrinsic value; "strategic necessity" and "competitive process" language flag the deal-fever pattern.
Confirmation bias amplified by unchallenged consensus. Teams hear what they already believe.
Past investment justifies continued commitment — the "we’re too deep to stop" pattern.
Overconfidence meets systematic underestimation of time and complexity.
Deference to authority suppresses dissent; decisions ratified rather than debated.
Favorable initial estimates become reference points; downside scenarios are discounted.
The fear of loss from any change outweighs the documented cost of inaction.
Vivid recent events distort base rates; the most-recent quarter dominates the model.
A favored initiative receives uncritical support; scrutiny reserved for alternatives.
Escalating commitment to a losing course to avoid realizing the loss.
Time pressure collapses option-set search; closure is favoured over correctness.
Sixty seconds per document. Every detection cites the taxonomy ID and the primary academic source.