how cognitive biases make us vulnerable to cyber threats.
Cyber threats are often framed as a purely technological problem—malware, hackers, and data breaches caused by vulnerabilities in software or systems. But in reality, the biggest security gap isn’t in the code—it’s in human behaviour.
Cybercriminals don’t just exploit weak passwords or outdated software; they exploit the way our brains are wired. Cognitive biases—mental shortcuts that help us navigate everyday life—can make us overconfident, inattentive, and prone to making poor security decisions.
Understanding these biases is the first step toward creating a cyber-aware culture. Here’s how cognitive biases make us vulnerable and what organisations can do to counter them.
what are cognitive biases?
Cognitive biases are systematic errors in thinking that influence how we process information, assess risks, and make decisions. They exist because our brains are designed for efficiency. In a world where we’re constantly bombarded with information, biases help us filter what’s important, but they also leave us open to manipulation.
In cybersecurity, these biases can lead employees to ignore threats, fall for scams, or underestimate risks—mistakes that attackers know how to exploit.
common cognitive biases that cybercriminals exploit.
optimism bias.
“It won’t happen to me.”
Optimism bias is the belief that negative events like cyberattacks are more likely to happen to others than to us. While optimism can be beneficial in many aspects of life, it can lead to dangerous complacency in cybersecurity.
Why it makes us vulnerable: Employees and executives alike often underestimate their exposure to cyber threats. They assume that hackers only target large corporations, high-profile individuals, or government agencies, leading them to neglect basic security practices.
Real-world example: A small business owner ignores cybersecurity best practices because they believe their company is too small to be a target. They don’t enforce strong passwords or regular software updates, making them an easy mark for a ransomware attack.
How to counter it: Organisations should emphasize that cybercriminals often go after the easiest targets, regardless of company size or industry. Cybersecurity training should highlight real-world examples of attacks on businesses of all sizes to dispel the “it won’t happen to me” mindset.
overconfidence bias.
“I would never fall for that.”
Overconfidence bias leads people to overestimate their ability to detect cyber threats. This is especially common among tech-savvy employees and executives who believe they’re too experienced to be tricked.
Why it makes us vulnerable: When people assume they’re immune to deception, they let their guard down. Attackers know this and craft sophisticated social engineering scams that play into victims’ confidence.
Real-world example: A cybersecurity-aware executive receives a well-crafted phishing email that mimics a vendor they frequently work with. Because they believe they’re good at spotting scams, they don’t scrutinise the email closely and end up clicking a malicious link.
How to counter it: Businesses should conduct regular phishing simulations to show that even security-conscious employees can be deceived. Encouraging a culture of humility—where questioning unexpected messages is the norm—can help reduce overconfidence.
confirmation bias.
“I trust my instincts—this must be safe.”
Confirmation bias is the tendency to seek out information that supports our beliefs and ignore anything that contradicts them. In cybersecurity, this means people often dismiss security warnings if they don’t align with their assumptions.
Why it makes us vulnerable: Employees may assume that their company’s security systems are impenetrable, leading them to ignore potential red flags. If they receive a warning about an unusual login attempt, they might dismiss it as an IT glitch rather than a legitimate threat.
Real-world example: A finance employee receives an email alert about a login attempt from another country but assumes it’s just a false alarm. They ignore it, unaware that a hacker has accessed their account.
How to counter it: Security training should emphasise that cyber threats are constantly evolving and that even “trusted” systems can be compromised. Employees should be encouraged to verify any security warnings rather than dismissing them based on assumptions.
authority bias.
“If my boss says it, it must be true.”
Authority bias is the tendency to trust and obey figures of authority without question. Cybercriminals exploit this by impersonating executives, IT departments, or regulatory bodies to manipulate employees into taking harmful actions.
Why it makes us vulnerable: People are more likely to comply with requests if they believe they’re coming from someone in power. Attackers take advantage of this by sending fraudulent emails that appear to come from senior executives or IT teams.
Real-world example: An HR employee receives an email from “the CEO” urgently requesting a wire transfer to a new vendor. The email looks legitimate, and because it comes from a high-ranking figure, they process the payment without verifying its authenticity—only to realise later that it was a scam.
How to counter it: Organisations should establish clear verification processes for high-risk actions like wire transfers and password resets. Employees should be encouraged to question unusual requests, even from senior executives.
default bias.
“I’ll just leave it as it is.”
Default bias is the tendency to stick with the default settings or behaviors rather than make changes. This can be dangerous in cybersecurity, where default settings are often not the most secure.
Why it makes us vulnerable: Many people use weak passwords, leave software settings unchanged, and fail to enable security features because doing so requires extra effort. Attackers count on this inertia to exploit vulnerabilities.
Real-world example: An employee never updates the default password on their company-issued router. Hackers easily guess the password and gain access to the company’s internal network.
How to counter it: Organisations should enforce secure defaults, such as requiring multi-factor authentication (MFA), automatic software updates, and password managers. Making security the “path of least resistance” increases compliance.
scarcity & urgency bias.
“I need to act now!”
Scarcity and urgency bias drive people to act quickly when they feel they are running out of time or resources. Cybercriminals use this to manipulate victims into making rushed decisions.
Why it makes us vulnerable: Scammers create a false sense of urgency, making people panic and overlook red flags. Fake emails threatening immediate account suspension or legal action trick employees into clicking links or providing sensitive information.
Real-world example: An employee receives an email claiming their company’s IT account will be suspended unless they verify their details immediately. Fearing loss of access, they click the link and unknowingly enter their credentials on a fake login page.
How to counter it: Employees should be trained to pause and verify any urgent security-related requests. Companies can implement policies requiring second approval for high-risk actions like financial transactions or password resets.
social proof bias.
“Everyone else is doing it, so it must be safe.”
Social proof bias is the tendency to follow the actions of others, assuming they are making the right decisions. In cybersecurity, this can lead employees to adopt risky behaviors just because their colleagues are doing the same.
Why it makes us vulnerable: If employees see coworkers ignoring security protocols, they may do the same. Attackers exploit this by using compromised accounts to spread malware or phishing links.
Real-world example: An employee notices that their team uses a free, unverified file-sharing tool. Assuming it must be safe, they upload confidential company documents—without realising the platform lacks encryption, exposing sensitive data.
How to counter it: Organisations should set clear cybersecurity policies and regularly communicate why they exist. Training should include examples of how “everyone else doing it” doesn’t necessarily mean it’s safe.
how organisations can mitigate the impact of cognitive biases.
Understanding cognitive biases is the first step. The next is building defenses that account for human tendencies:
1. Make security awareness training relevant and engaging
Training should go beyond generic PowerPoint slides. Use real-world examples, interactive exercises, and simulated attacks to show employees how biases affect their decision-making.
2. Simulate phishing attacks to reveal biases in action
Regular phishing simulations help employees recognise threats in a controlled environment. These exercises highlight how easy it is to fall for social engineering tactics.
3. Use behavioural nudges and security defaults
Since people tend to stick with defaults, organisations should set secure defaults for them, such as requiring MFA, enforcing password managers, and enabling automatic software updates.
4. Encourage a culture of skepticism
Employees should feel empowered to question unusual requests, even if they appear to come from leadership. Encouraging a “trust but verify” mindset can prevent social engineering attacks.
5. Simplify security processes
If security measures are too complex, employees will find workarounds. Make cybersecurity policies easy to follow, and ensure security tools don’t create friction in daily workflows.
conclusion.
Cognitive biases shape the way we perceive and respond to cyber threats, often without realising it. By understanding these biases, businesses can design security programs that work with human behaviour—not against it.
Cybersecurity isn’t just about technology; it’s about psychology. The more we acknowledge the role of human decision-making in cyber risk, the better we can protect individuals, businesses, and data from evolving threats.
Would your team pass a phishing test today? Or would cognitive biases lead them to click? The answer might surprise you.
