Anchoring
Firstly, there is the so-called anchoring trap, which refers to an over-reliance on what one originally thinks. For instance, if you think of a certain company as successful, you may be too confident that its stocks are a good bet. This preconception may be totally incorrect in the prevailing situation or at some point in the future. For example, the German consumer electronics company Grundig, which was the major European supplier in the 1970s, was wiped out in the 1980s by competition from Japan. Those trapped in the perception that Grundig was there to stay, lost a lot of money.
In order to avoid this trap, you need to remain flexible in your thinking, and open to new sources of information and the reality that any company can be here today and gone tomorrow. Any manager can disappear too, for that matter.
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