This chapter explores the pivotal role of heuristics and biases in ERM. It provides an in-depth examination of how cognitive shortcuts or heuristics, while beneficial for quick decision-making, can also introduce significant biases that potentially skew judgment and lead to suboptimal outcomes. The chapter delves into various types of biases, including motivational, cognitive, and group-specific, elucidating how they influence decisions in business environments. One key focus of the chapter is prospect theory, which articulates how individuals evaluate potential losses and gains from a specific reference point, thereby impacting their risk assessments and decisions. This theory is illustrated through practical examples demonstrating its application in real-world business decisions. Additionally, the chapter discusses strategies to mitigate the adverse effects of these biases, emphasizing the importance of structured decision-making processes, continuous education on cognitive biases, and a risk-aware culture within organizations. Through this comprehensive analysis, the chapter aims to equip business administration students with the necessary tools and understanding to apply psychological insights effectively in ERM and beyond, fostering better decision-making practices in their professional careers.