decision making Flashcards

1
Q

Simple decisions

A

Little risk
No difference in benefit

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2
Q

Complex decisions

A

Harder to weigh up
More uncertainty
Little information to help guide you

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3
Q

Reducing uncertainty

A

Minimise risk
Maximise benefit

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4
Q

Identification stage

A

Identify the need for a decision to be made
Innate process
The decision will be framed in regards to the costs and benefits in this stage
The way the decision is framed can change the outcome of the decision

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5
Q

Generation stage

A

We look at all the different alternative choices we have and identify them
We may not have energy to choose between the alternate choices

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6
Q

Judgement stage

A

Look at all the choices, costs, losses, benefits
See if the comparisons are straightforward and what strategies we should employ

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7
Q

Summary of decision making procedure steps

A

Need for decision is realised
Alternatives identified
Evaluated and come up with final decision

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8
Q

How to calculate probability

A

Probability of an impossible event is 0
Probability of a sure event is 1
All probability ranges between 0 and 1

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9
Q

Overestimating probability

A

If prior experience is inaccurate then we could overestimate what a real probability of an event happening is

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10
Q

Dependent events

A

Probability of this event depends on the first event
“Draw a card from a deck, do not replace it”

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11
Q

Independent events

A

Probability of this event doesn’t depend on the first event
“Draw one card from this deck, and another card from another deck”

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12
Q

Conjunctive events

A

Known as the AND rule
Probability will decrease

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13
Q

Cumulative events

A

Known as the OR rule
Probability will increase

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14
Q

Heuristics

A

Mental shortcuts that can facilitate problem solving and judgements
Used when little information is available

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15
Q

Benefits to heuristics

A

Can reduce cognitive load
Look at a small amount of options quickly in a small amount of time

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16
Q

Drawbacks to heuristics

A

May result in irrational or inaccurate judgements
Accuracy depends on the environment

17
Q

Availability heuristic

A

Make judgement based on how easy it is to bring an instance or occurrence to mind
Can lead to biases as making decisions based on information at hand, not necessarily the facts

18
Q

K Study - Availability Heuristic

Tversky and Kahneman

A

Asked participants if more words begin with K or if more words have K as their third letter
Participants got it wrong as it is harder to think of words with K as the third letter
Shows that availability can lead us to make irrational and incorrect decisions

19
Q

Representativeness Heuristic

A

Make probability judgements about the likelihood that an event arises from a category based on the extent to which the event is similar to the prototypical example of that category

20
Q

Linda Problem - Representativeness Heuristic

Tversky and Kahneman

A

Gave participants a list of statements about Linda
Participants expected Linda to be a teller and a feminist more than being just a teller
Tversky and Kahneman put forward the representativeness heuristic as the information given makes people want to create links to make info coherent, even if it is against probability

21
Q

Cumulative risks

A

Measure of the total risk that a certain event will happen during a given period of time
Probability of risks get added up overtime in situations and can have serious effects

22
Q

Anchoring and adjustment heuristics

A

When estimating a certain value we tend to give an initial value then adjust it by increasing or decreasing our estimation
We often get stuck on that initial value (anchoring) which results in us making insufficient judgements

23
Q

Portion size example - anchoring and adjustment heuristic

A

Easy to end up overeating when we are served a large portion when compared to a small one
All participants asked to guess how much food they could eat when primed with either a high, low or no portion anchor
When primed with a high anchor, people think they can eat more