Preliminary results of a pilot study of law students suggest that, during the first year of law study, students may experience changes in thinking styles, stress levels, and satisfaction with life. Although further inquiry into the cause of law student distress is necessary, the authors consider certain assumptions underlying the legal curriculum-particularly the conception of a lawyer as adversarial, emotionally detached, and competitive-to be possible sources of the negative impact on student wellbeing. It is suggested that legal educators should reexamine their curricula, particularly their conception of what it means to be a lawyer, and think creatively about ways that law schools may encourage healthier approaches to the study of law.

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PurposeThis article aims to discuss some of the most common ways in which business decisions are affected by cognitive biases. It focuses on the individual level of decision making and discusses how biases are deeply entrenched in the way that many decisions are made. It also discusses how flaws in decision making can escalate when executives are under pressure, over‐confident or part of a group.Design/methodology/approachThis article draws on a range of research in cognitive and organizational psychology to show the potential effect of cognitive biases on corporate decision making.FindingsThe article argues that it is necessary to develop a better understanding of the effect of cognitive biases on executive decision making. Whilst research suggests that many aspects of decision‐making processes operate outside one's conscious awareness, it is suggested that these flaws may be easier to monitor and control when one is aware of their potential impact on corporate decisions.Originality/valueThe paper demonstrates how a lack of awareness of the widespread operation of cognitive biases reduces the possibilities for good corporate governance.

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