Articles Flashcards
The main message from De Ridder (2022) on what influences the effectiveness of a nudge
Nudge effects are not dependent on transparency or thinking styles per se, but are influenced by personal preferences, as individuals cannot be nudged into actions they do not desire.
Reference dependence
Perception is reference-dependent.
The perceived attributes of a focal (central) stimulus reflect the contrast between the stimuli and the context of prior and concurrent stimuli.
Reference dependence is incompatible with the interpretation of expected utility theory.
This is flawed because it is reference independent: it assumes that the utility assigned to a state of wealth does not vary with the decision makers’ initial state of wealth.
For example: 2 squares have the same brightness, but that does not appear so as the surrounding have other colors.
Expected Utility Theory
People are rational in making their decisions. They calculate the values of outcomes of decisions and weigh these completely rational.
Prospect theory
People are not rational: we are loss aversive. Losses weigh stronger than gains.
Value is attached to changes. Normal carriers of utility are gains and losses invokes general idea that changes are relatively more accessible than absolute values.
Standard utility theory
Utility (value) is attached to wealth.
Loss aversion
We prefer avoiding losses over acquiring gains. It makes people inclined to avoid making changes, even when it would be in their self-interest to do so.
What system is involved in errors of intuitive judgements?
Both systems. System 1 generates the errors, and system 2 fails to detect and correct it.
What do consciousness, efficiency, intentionality and controllability all have?
Their own set of lower-order dimensions.
When do and don’t people mind being nudged by a transparent nudge?
Overall they don’t mind, unless ‘unconscious’ is used in the sentence.
Heuristics are mental shortcuts definition according to Gigerenzer
A strategy that ignores part of the information, with the goal to make decisions more quickly, frugally, and/or accurately than more complex methods.
They are not part of dual system but separate.
Sometimes, it works better to use heuristics.
When does it work better to use heuristics according to Gigerenzer?
In uncertain situations, with low predictability.
True or false: a heuristic is ecologically rational
True.
A heuristic is not good or bad, rational or irrational; its accuracy depends on the structure of the environment .
Recognition based heuristics
Recognition heuristic: if one of two alternatives is recognized and the other is not, then infer that the recognized alternative has the higher value with respect to the criterion.
Fluency heuristic: if both alternatives are recognized, but one is recognized faster, then infer that this alternative has the higher value with respect to the criterion.
Recall based heuristics
One clever clue heuristic: one reason decisions: a class of heuristics that bases judgements on one good reason only
- Take the best heuristics: ignores cues
- Hiatus heuristics: if a customer has not pur- chased within a certain number of months (the hiatus), the customer is classified as inactive; otherwise, the customer is classified as active.
Trade-off heuristics: weighs cues or alternatives equally and thus makes trade-offs (compensatory strategies).
- Tallying: ignores weights, weighing all cues equally
- Mapping model
- 1/N rule
Less is more effects
Heuristics can be more accurate than more complex strategies even though they process less information.
In uncertain situations, heuristics are needed. This works better and faster than trying to find all information.
In what ways can a heuristic be used according to Gigerenzer?
With sufficient experience, people learn to select proper heuristics from their adaptive toolbox.
Usually, the same heuristic can be used both consciously and unconsciously, for inferences and preferences, and underlies social as well as nonsocial intelligence
True or false: decision-making in organizations rarely involves heuristics because these decisions need to be well thought out.
False.
Decision-making in organizations typically involves heuristics because the conditions for rational models rarely hold in an uncertain world.
According to Gigerenzer you can only use the weighted additive rule for one kind of world decisions, which one is this?
You can only use the rule for small word decisions (risk), because a large world is uncertain, and you can’t predict that.
Ecological rationality
Select the best strategy given the situation (Gigerenzer). You’re as rational as you need to be in the environment where you are.
It’s not a trade-off. The effort and accuracy you put in depend on the choice.
Under which conditions can attentional capture occur?
Perceptual salience
- color and shape
Value-driven attentional capture
- perceived value (postivie/negative, shock/reward)
- negative object attract attention even more since we’re loss aversive.
Mindset/task focusing
- attentional selection
- context (perceptual set factors)
- focus on task => inattentional blindness because focus is too strong
What are the conditions under which attentional blindness occurs?
Duration and salience
- doesn’t matter
Display
- the more transparent the display, the more inattentional blindness
Visual similarity task and event
- the more visual similarity between task and event are, the more likely people will notice the event
Difficulty of the task
- the harder the task, the less people noticed the event and more blindness
Focus
- when engaged in another task, people fail to detect unexpected object.
What is needed for there to be conscious perception?
Attention
What does the likelihood of change detection depend on?
The focus of attention
Value salience
How much value the stimulus has to the individual
Importance
Perceptual salience
Local feature contrast of stimulus
Perceptual set/mindset
The psychological factors that determine how you perceive your environment (and the context matters as well.
