Chapter 3: Decision Making Flashcards

1
Q

Why do people not always make optimal decisions?

A

On most occasions, the brain sensory system fires neutrons to brain in the most efficient way. While this works out in favour most of time

  • Can lead to decision biases
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2
Q

So what are some decision biases? CUCT

A
  1. Complex Decisions
  2. Uncertainty
  3. Changing Information
  4. Time Pressure
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3
Q

DIfferences between Rational DEcision Making Model and Bounded Rationality Model

A

Rational Decision Making Model:

How should individuals behave to maximise utility

  • Relies on strict assumptions

Bounded Rationality Model
- People simplify the world to make good enough decisions

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4
Q

What is the bounded rationality model?

A

When you input information preferences goals into your brain and make decisions (judgement choice action)

Limitations of input:

  1. Incomplete info
  2. vague goals

Limitations of Brain

  1. iNtelligence level
  2. Time pressure
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5
Q

Why do some groups still decide to race in blown engine example

A
  1. Default bias: default response
  2. Selection Bias

Faults in biases led to 1996 Challenger space shuttle disaster

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6
Q

What is selection bias

A

A bias was caused by choosing non-random data for analysis. The bias exists due to a flaw in the selection process,
where some data is systematically excluded.

Eg. British Air Force During WW2, look at impact of returning planes

  • Instead should look at those planes that was shot down
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7
Q

Factors affecting Decsion making at the individual level

OSI

A
  1. Overconfidence Bias
  2. Sunk Cost Fallacy
  3. Illusion of Control
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8
Q
  1. What is overconfidence Bias
A

Bias where you overestimate own qualities can also be in relation to qualities of other persons too

eg. Driving ability 93% of students thought that they were above average drivers
eg. think that you are smarter than other ppl in class

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9
Q

What is sunk cost fallacy

A

Sunk cost fallacy: a tendency to invest more future resources in a
situation in which a prior investment has been made, as compared with
a similar situation in which a prior investment has not been made.

eg. stocks: People continue to throw good money after bad money even if they know other options are better

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10
Q

What is illusion of control

A

the tendency for people to overestimate their ability
to control events or outcomes that they demonstrably do not influence.

eg, illusory control over lightbulb

  • poeple feel that they have some control over the light when they were explictly told there was no connection
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11
Q

How to overcome decision bias (INT)

A
  1. Incentives
    - people act in self-interest and are generally lazy
    - incentive cause you to make more deliberate decisions
  2. Nudging
    - Change information presentation to get a desired response
    (framing changing defaults commitment devices)
  3. Training
    Provide people with feedback on biases
    can improve decision making in the long term
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12
Q

How does incentive example help to overcome bias

A
  1. Manager overconfidence in feedback accuracy
    - under control, show that what manager and employee perceived to be very different, with incentives provided this can help to reduce amount

Accountability example: Selfish decisions

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13
Q

How does nudging example help to overcome

A

Framing example:

  • Food Traffic light system, simplifies the choice for consumer
  • REduce unhealthy eating

Commitment Devices: Complete goal or pay price

eg. automatic saving programs, block you from being distracted, forest

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14
Q

How does training example help to overcome

A
  • Video games are able to help people make better decisions
    eg. Game players make decisions and judgments throughout the game as they search for Terry Hughes – their missing neighbor. At the end of each level of the game, participants received personalized feedback about how biased they were during game play. They were given a chance to practice and they were taught strategies to reduce their propensity to commit each of the biases.
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15
Q

What are some of the factors affecting decision making at a group level? (PLL)

A
  1. Power distance
  2. Leadership Style
  3. Lack of familiarity among team members
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16
Q

What is power distance? When is power distance good/not good

A

Power distance is the extent to which lower ranking individual of society accept that power is distributed unequally

High power distance normally beneficial in military context

Positive effects: Leads to better coordination for teams

Negative effects:

  1. Lower psychological safety
  2. Less Information sharing

On Everest example, saw that people often chose to stick by their assigned role in hierarchy and not speak up enough

17
Q

How to overcome power distance?

A

Have the powerless speak first

18
Q

Why does leadership style often contribute to the problems faced?

A

Authoritative leaderhsip style often leads to poor overall decision making as a group

AIG CEO Joseph Cassano
AIF incurred 99 billion in losses

19
Q

why does Lack of Familiarity among team members lead to problem faced at group level

A

Because transactive memory is actually quite crucial

►Transactive memory: a memory system though which groups
collectively encode, store, and retrieve knowledge.

Study of assembly of radio in groups when studying effect of training with each other and own group, found that training with own group led to FEWER ERRORS

20
Q

What are factors affecting decision making on the system level

A
  1. Complex Interactions

2. Tight coupling

21
Q

What is complex system theory. What were some of the problems faced by everest

A
  • composed of many components which may interact with each other and environment
  • because of interdependencies hard to predict and influence

Eg. on everest

  1. Problems ar arrival
    - Weather poor, acclimatization affected
  2. During ascent
    bottleneck delays
  3. Descent
    - Arrival of storm
    - Climbers ran out of oxygen
22
Q

What is tight coupling? What did we see on everest?

A

TIght coupling: Different elements of system are closely linked, breakdown of one subsystem can trigger problems in other areas

eg. on everest saw
1. Time dependence 2. dominant path to goal 3. Little slack made it very challenging. As long as one subsystem fail entire system likely to fail as well

23
Q

How to make better decisions in complex systems? (IMC)

A
  1. Identify influencing factors
    - All individual team and external influences must be identified as accurately as possible
  2. Map out the possible chain reaction
    - how these forces are linked and how they can influence other factors
  3. Plan contingencies
    - expect potential failure
    - plan in advance how to react accordingly to problems faced