[MUSIC] So as we're concluding our discussion of some of the cognitive biases that affect us at work. We've talked in this segment about how negativity factors into the sinister attribution bias, factors into whether we attribute things to situational or dispositional characteristics. The intent effect dichotomy and the toll that attributional errors, pitfalls can take on us if we're not careful. So as we think about what we know about negativity in cognitive biases, pursuit of certain costs, gain loss aversion. Sinister attribution bias. There are many of those factors at play in Chen's situation. Chen has a loss aversion because he has this job and he just has a little bit more to go for that project. Recognize the sunk costs, the pursuit of sunk costs. And he thinks the boss is trying to push him out, maybe there's a sinister attribution bias there or some attributional pitfalls going on with the new boss. So before Chen makes any decisions, it's really important to identify what cognitive errors might be at work in his perception of the situation. And similarly for you, if you're in a situation, the way you characterize it may well be totally accurate. It might also have some cognitive errors embedded in it that you might be prone to recognize on first look. So stepping back, working it through, maybe talking with someone you really trust, specifically checking yourself for whether you have career tragedies. And whether you have some of the cognitive errors potentially at work and how you understand the situation maybe really important for finding a good way forward. >> I think the key element is having a trust based relationship. Being in a situation where you've established trust by having open communications. Because without that trust, I think it's hard for, one, an individual to deliver really honest, constructive, candid feedback, and it's hard for an individual to receive it as well if it isn't coming from a place from a trusted based relationship. And so to create an environment or create a relationship where there's trust I think the first step is familiarity and being willing to, I like to say, bring your whole self to work. So that you really get to know the individuals that you work with and you're not putting up walls and barriers, because again, I believe that's the first phase that familiarity. And then, following that there's comfort so you get to know someone well, you start to feel more comfortable communicating with them sharing things about yourself. From there you get to a point of trust. You can't jump straight to trust, I think you need to have the first two steps happen first. [MUSIC]