 कि अदर और किब रप्तार वो नेवाण अगा़ अदगतार किब वो रब आदभाग, मुझि बन काना से वी बजाए था इंबआब आदिषाः को आब भाग लागुग्छा,को उच्छे मुझी बचितर या सब तब आप आफ उसापतेता, how can we elaborate its definition and how can we make ourselves careful that we are not in the trap the first thing that we need to understand is we tend to subconsciously decide what to do before figuring out why we want to do it we do not have any logic we do not have any reason why we have made any decision because our subconscious mind it makes our conscious mind to tackle the enemy the second thing associated with the confirming evidence trap is that the confirming evidence bias not only affects where we go to collect evidence but also how to interpret the evidence we do receive for this purpose as we saw in the leadership perspective that sometimes we need evidence-based management but we cannot confirm we cannot judge the evidence created by us what we had why we were and why we are allocating support and weightage the third aspect in the evidence-based trap is talking about the fact that we tend to subconsciously decide what we want to do before we figure out why we want to do it which means we do not have any elaboration, reason, logic explanation when we do not have reason, logic and explanation then obviously we will lose the evidence we will lose its concreteness we will not be able to know why we want to incorporate this decision the fourth trap which is again a story related with your unconscious and conscious mind processes which is talking about the confirming evidence trap is saying that we have the inclination to be more engaged by things we like than by things we dislike now here also our selective perception it would be coming into play we will perceive selectively we will elaborate selectively therefore our selective perception which is based upon our values our beliefs, our cognitive part all these things will be affecting our decision how can we save from all these issues we have some points for example the first solution always check to see whether you are examining all evidence with equal rigor or not we do not underestimate or underestimate the second thing which you can do get someone you respect to play as devil's advocate because of his criticism for you to evaluate to do catharsis and analysis it will be easy the third phenomena be honest with yourself about your motives what are your intentions why are you operating there what do you want to achieve so by elaborating your motives we can free ourselves from this bias trap the fourth phenomena that don't ask leading questions that invite confirming evidence so you have to be careful in your questions which questions and the after effects of those questions so be very careful and understand confirming bias confirming evidence and adopt the course of action the fifth action which you can take is don't surround yourself with yes men because yes men will never take you to the right picture because they would not be there to make the things happen in a positive manner they are only there again the favoritism we have to try to avoid those yes men because those yes men they are not there for our correction they are there actually to create traps for us dear students remember that decision making is a technical aspect and you can technically tackle it only when you have capability of analysis and synthesis when you have a merit and when you can know what heuristics are which are actually affecting you thank you