Invite an adversarial collaborator
Find someone whose genuine prior is the opposite of yours, and work together on the same evidence.
Why it works
Adversarial collaboration — proposed by Daniel Kahneman as a method for scientific disputes — assigns a person with an opposing prior to co-investigate the same question. Unlike mere exposure to opposing arguments, this requires genuine collaborative analysis, which makes dismissal structurally harder: the adversary is in the room and will challenge any motivated reasoning immediately. The shared public commitment to the outcome also reduces motivated reasoning on both sides.
How to do it
- Identify an important decision or belief where you have a strong prior.
- Find someone who has a genuine opposing view and a stake in being right — not just a devil’s advocate.
- Agree on what evidence would count and share the analysis process.
- Commit publicly to accepting the conclusion, even if it contradicts your prior.
Evidence
Adversarial collaboration was used by Kahneman and colleagues to resolve scientific disputes about unconscious cognition. Its effectiveness as an individual debiasing tool is mechanistically sound but has less formal experimental testing than the laboratory bias interventions. Mellers, Hertwig & Kahneman (2001) is a documented instance of the method in practice — opposing researchers jointly designing experiments to settle whether frequency framing eliminates conjunction effects, showing how shared commitment to the design constrains motivated reasoning. (clinical)
Adversarial collaboration requires a willing, capable, and genuinely opposing partner — difficult to arrange in everyday life. Most useful for high-stakes decisions.
Sources
Common mistake
Using a "devil’s advocate" who does not actually believe the opposing view — they produce weaker, less persistent challenges than a genuine believer, and both parties know it.
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More practices for Confirmation Bias: Seeing What You Expect to See
- Deliberately consider the opposite hypothesis
For any belief you are testing, explicitly generate the strongest case for the opposing view.
- Run a pre-mortem before committing to a plan
Imagine the plan has already failed and ask what went wrong.
- Deliberately seek out sources that disagree with you
For any important belief, find and read the best-regarded opposing view.
- Maintain a belief-tracking log with timestamps
Record your beliefs and confidence levels before evidence arrives, so you can see whether you actually updated.
- Red-team your plan with a formal adversarial review
Assign someone the explicit role of finding every way your plan could be wrong or fail.
- Structure the analysis before searching for evidence
Define what you’re looking for and what would count as evidence before starting your search.
Related concepts
- Bayesian Thinking: How to Update Beliefs Rationally
Holding beliefs as probabilities and updating them when evidence arrives
- Thinking, Fast and Slow, Made Usable
Two systems, the biases they create, and when to slow down
- Mental Models: Charlie Munger’s Latticework Approach
Building the multi-disciplinary toolkit that lets you see what single-discipline thinkers miss
- The Availability Heuristic: Why Memorable Feels Probable
The mental shortcut that makes vivid and recent feel probable — and the practices that correct for it