We examine action bias, a cognitive bias favouring action over inaction, across diverse contexts. One study analyses this bias in elite soccer goalkeepers, demonstrating their preference for jumping (action) during penalty kicks, even when statistically, staying in the centre (inaction) would be more effective. Another explores action bias within the water industry, highlighting how the urge to act can lead to suboptimal solutions like partial lead pipe replacements. A third study investigates the interplay of goal-based action selection and utility-based action bias in the brain, proposing distinct neural mechanisms and their interaction in adapting to new environments. Finally, a case study illustrates how an affirmative action plan, despite good intentions, can mask managerial bias in hiring and promotion decisions if poorly implemented and coupled with flawed selection processes.

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