This book presents some practical advice for firms and their investment bankers on how to ‘de-bias’ their judgement when making merger and acquisition decisions. The authors argue that these decisions often lead to disappointing results because a variety of known and predictable biases have not been adequately recognised and ameliorated. An obvious example is the acquisition frenzy that occurs near a market peak as in 2000 and the ‘irrational’ caution and aversion to bidding during a market slump as in 2008/2009.