Godspeed is an app a person talks a real decision through with. It looks for a small set of reasoning errors in what the person writes and, when it finds one, asks one question. This document lists the errors it looks for, the question each one triggers, where each comes from, what supports it and what does not, and how the set was chosen.
It is written for readers who study judgment and decision-making. We would rather be told where the method is wrong than be reassured. The section on limits is meant literally.
Each entry has two halves, written and tested separately.
We call the pair a technique. The word "bias" is used loosely: several entries are not biases in the textbook sense but habits of deciding (no stop point set, no expectation written down) that a single question can address.
Nothing in this set has been shown to make a person decide better. Where a label below says "proven", it means the remedy was tested in studies, on their participants and their tasks. No study we know delivers any of these as one question, through software, to one person about their own decision.
11 in the app, 10 wired and switched off, 3 retired. The label is for the technique as Godspeed uses it.
| Name | State | Comes from | Evidence label |
|---|---|---|---|
| Plan B | in the app | research wiki; question from Farnam Street | practice only |
| The successor | in the app | research wiki | untested |
| The mirror | in the app | research wiki | untested |
| Both frames | in the app | research wiki | practice only |
| Base rate | in the app | research wiki | untested |
| Outside read | in the app | research wiki | untested |
| Three numbers | in the app | research wiki | proven |
| Steelmanning | in the app | research wiki; name and wording from LessWrong | proven |
| Objectives first | in the app | research wiki; half the question from Farnam Street | practice only |
| The next spend | in the app | research wiki; wording from Farnam Street | contested |
| The expectation | in the app | research wiki; the bet from LessWrong and Farnam Street | practice only |
| Premortem | wired, switched off | Farnam Street | practice only |
| Exit condition | wired, switched off | Farnam Street and LessWrong | practice only |
| Deciding hot | wired, switched off | Farnam Street and LessWrong | untested |
| Revolving door | wired, switched off | Farnam Street | practice only |
| House rule | wired, switched off | LessWrong and Farnam Street | untested |
| Enough to decide | wired, switched off | Farnam Street | untested |
| Social proof | wired, switched off | Farnam Street | untested |
| The bottom line | wired, switched off | LessWrong | untested |
| True rejection | wired, switched off | LessWrong | untested |
| Right or look right | wired, switched off | Farnam Street | untested |
| The tiebreaker | retired | research wiki | untested |
| A typical stretch | retired | research wiki | untested |
| The master list | retired | research wiki | untested |
Each definition is given in full, as the detector reads it. "The user" is the person talking to Godspeed; "the page" is the running summary of their decision that the app keeps beside the conversation.
Thirty-three candidates from Farnam Street and LessWrong that Dominique kept on reading and that have had no decision since. For each, the question it would ask and the closest entry in the current set, with how the two differ. That last column is a first reading by a language model, not a decision: each will be marked as its own technique, the same as one we have, or dropped. None has a definition yet.
The evidence column is the label the source itself supports; none cites a controlled test of the technique.
| Candidate | What it is | The question | Closest in the current set | Evidence |
|---|---|---|---|---|
| Ask what you would tell your best friendFarnam Street | Swap places with a friend facing your exact situation and say what you would advise them. | If your best friend were in exactly your situation, what would you tell them to do? | The successor. The same step back from your own case, through a friend instead of a stranger. | practice only |
| Name the observation that would prove it wrongFarnam Street | Before trusting a belief or forecast, state what you could see that would show it is false; if nothing could, treat it as untested. | What would you have to see to admit you were wrong about this? | The bottom line. Both ask what could have shown you wrong. This one is about a belief you rely on, not a choice already made. | practice only |
| And then what?Farnam Street | For each option, ask what follows, in the good case and the bad case. | If you choose this, and then it plays out, what happens next, and what new problem does that create? | None. Nothing close. The expectation asks what you expect, not what follows from it. | practice only |
| Ask whether being wrong would be painful or fatalFarnam Street | Before deciding, ask whether a wrong call would hurt or finish you, and avoid bets that could finish you. | If you are wrong, is that painful or fatal? | Revolving door. Both are about a wrong call. This one asks how bad, Revolving door asks how hard to undo. | practice only |
| Ask whether you would choose the defaultFarnam Street | If something applies automatically when you do nothing, ask whether you would pick it actively. | If this were not already set up for you, would you choose it today? | The successor. The same fresh-eyes question, about something that runs on by default. | practice only |
| Minimize your regrets at eightyFarnam Street | Project yourself to eighty and choose the option that avoids the lasting regret. | At eighty, would you regret trying and failing, or never trying? | None. Nothing close. It pulls the opposite way from "painful or fatal". | practice only |
| Would you decide this way if you bore the downside?Farnam Street | Check whether the person deciding answers to those affected, and attach a name to the decision. | If you personally paid for the downside, would you still decide this way? | None. Nothing close. | practice only |
| Argue the other person's sideFarnam Street | When two people disagree on a probability, make each argue the other's position. | Can you state the best case for the view you disagree with? | Steelmanning. The same question, set in a disagreement between people. | practice only |
| What would make their actions make sense?Farnam Street | When someone's behaviour baffles you, ask what the world would have to look like from where they stand for it to be sensible. | What would have to be true from where they stand for what they are doing to make sense? | The mirror. Both ask for another reading of what someone did. | practice only |
| Never say yes on the spot; say you will think about itFarnam Street | Treat any request as "I will get back to you" so you get time and many requests fall away. | Would you still say yes to this if you had a day to think about it? | Deciding hot. Both ask whether you would decide the same with time to think. | practice only |
| Spot your knowledge shieldsFarnam Street | Notice when you question the data only because it threatens your view. | Would you question this data as hard if it agreed with you? | The bottom line. Both are about evidence bent toward a view. This one asks whether you would doubt the data as hard if it suited you. | practice only |
| What does winning mean?Farnam Street | Say precisely what winning looks like for the whole struggle, not just the next moment. | What do you actually want when this is over, and does winning this round help or hurt that? | Objectives first. Both ask what you actually want, here inside a conflict. | practice only |
| Ask whose scoreboard you are playing byFarnam Street | Check whether your goals come from other people, from habit, from impulse or from ego. | Whose goal is this, yours or someone else's? | Social proof. Both have other people inside the reason. This one asks whose goal it is. | practice only |
| Define what makes a decision good, before decidingFarnam Street | Fix the inputs and the measure by which the decision will be judged. | How will you tell afterwards whether this was a good decision? | The expectation. Both write something down before the outcome: here, how the decision will be judged. | practice only |
| Judge each choice by the options it leaves youFarnam Street | Say yes mainly to choices that create more options later, preferring bets with capped downside and open-ended upside. | Does this choice leave you with more options later, or fewer? | Revolving door. Both are about what a choice closes off. | practice only |
| Fire small test shots at several options before committing everythingFarnam Street | While still gathering information, take small, cheap, real tests of several options, then put the bulk behind the one that hits. | What is a small, cheap way to try each option for real before you commit? | None. Nothing close. | practice only |
| Ask where this is less true than I thinkFarnam Street | For any belief or rule you hold, look for where it stops holding, and treat finding that as a pleasure, not a threat. | Where is this less true than you think? | Steelmanning. Both look for where your view fails. | practice only |
| Stop arguing with what already happenedFarnam Street | Notice when you bargain with how the world should work and turn to the next move. | Are you arguing about how things should have been, or working on the next move? | The next spend. Both turn from what is past to the next move. | practice only |
| Review the win as hard as the lossFarnam Street | After a good result, check whether it came from a sound process or from luck, as carefully as you would check a bad result. | This worked out. Was it your reasoning that earned it, or could it easily have gone the other way? | None. Nothing close in the app. You marked it "interview only". | practice only |
| Remove a variableFarnam Street | Imagine a constraint away ("if money were no object") to see what you really want. | If money (or time) were no limit, what would you do? | Objectives first. A way to bring the want out: take one limit away. | practice only |
| Check whether you are inside your circle of competenceFarnam Street | Know the edges of what you know, and stay where you have an edge. | Do you know this space well enough, or are you outside your edge? | None. Nothing close. | practice only |
| Find someone who recently solved your problemFarnam Street | When stuck, look for a person who recently solved a similar problem. | Do you know anyone who solved something like this recently, and have you asked them? | Outside read. Both send you to someone else; this one to a person who has just been through it. | practice only |
| Ask people with different views before committingFarnam Street | Before settling on how you see a problem, gather other people's perspectives. | Who sees this differently from you, and have you asked them? | Outside read. Both ask who else to hear; this one asks for people who disagree. | practice only |
| List what you want to avoid, then pick from what is leftFarnam Street | Instead of aiming straight at a goal, remove the surest ways to fail and choose among what remains. | What would guarantee this ends badly, and can you rule that out first? | Premortem. Both start from failure and work back. | practice only |
| Explain your reasoning before you act, as to a coachFarnam Street | Anticipate a coach asking "what were you thinking?" and answer in advance. | What would you say if someone asked why you are doing this? | None. Nothing close. | practice only |
| Plan for the range of outcomes, not only the best caseFarnam Street | The best case is one outcome among many and gets less likely with more people and dependencies; plan for the likely range. | If this goes less well than your best case, what does the likely range look like and are you ready for it? | Three numbers. Both ask for a range instead of one best case. | practice only |
| What if I'm wrongFarnam Street | Keep asking what happens if you are wrong, if plans slip, and how much extra capacity you need. | What if you are wrong, and how much extra room do you need? | Premortem. Both ask what happens if you are wrong. | practice only |
| Leave a line of retreatLessWrong | Plan how you would cope if the feared conclusion were true, then judge how likely it is. | If the thing you fear were true, what would you do next? Can you live with that answer? | Premortem. Both picture the bad outcome; this one asks what you would do next if it were true. | practice only |
| Think the thought that hurts mostLessWrong | Examine the objection you have been avoiding, not the ones you have answers to. | What is the objection to this plan that you least want to think about? | Steelmanning. Both look for the case against; this one for the objection you avoid. | practice only |
| Goal factoringLessWrong | List everything an action is meant to get you, then look for other ways to get each. | What are all the things you want out of this choice, and is there another way to get most of them? | Objectives first. Both start from what you want; this one lists every want, then looks for other ways to get each. | practice only |
| Costs on both sidesLessWrong | List the real downsides of the option you favour and the upsides of the one you reject. | What are the real downsides of the option you prefer, and the real upsides of the one you reject? | Steelmanning. Both look for what argues the other way; this one asks for a list on both sides. | practice only |
| Ask for one example firstLessWrong | Get one concrete instance before gathering more data; the first one teaches the most. | Can you get one real example of this, even a rough one, before you gather more? | Enough to decide. Both are about gathering; this one says to get one real example first. | untested |
| Backchain from the goalLessWrong | Picture the goal achieved and work backwards, step by step, to today. | Picture it finished. What had to happen the step before that? | None. Nothing close. | practice only |
Social proof wired, switched off