Heuristics and Biases Flashcards

1
Q

Define Judgements

A

Estimates of liking, quantity, similarity, or risk, “Value for money”, etc.

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2
Q

Define Judgement Heuristics and give 4 examples.

A

Mental rules/shortcuts for making judgements.

Anchoring

Availability

Decoy

Framing

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3
Q

Describe the Anchoring Heuristic and give examples

A

Our tendency to use reference points when making judgements.

  • Prices in other countries
  • Past (or potential future) prices
  • “Suggestions” (especially when combined w/ influence).
  • Answers to prior Q’s can influence subsequent answers.

Examples:

  • Lottery winners’ satisfaction with life decreases, whilst paraplegics satisfaction with life increases. People’s anchors for a “good life” change over time.
  • MIT students shown several products, then offered opp to buy item at price = their SS’s last 2 digits (random price), then asked max price they’d pay. Those w/ higher SS bid more, since they didn’t know true value + anchored to SS.
  • 2 groups of students asked if Turkey’s population greater than 35M (1) or 100M (2), and then estimate Turkey’s pop. Group 2 estimates > Group 1 estimates due to anchoring to previous question.
  • Credit cards raise purchases when:
    • High credit limits
    • Many credit cards.
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4
Q

Describe the Availability Heuristic and give examples

A

Our tendency to deem vivid info as more important/true than less vivid info for probability (& other) judgements.

  • Vivid info raises perceived probabilities of risk.
  • Vivid info creates more “dependable” associations.
  • ST benefits more vivid than LT benefits.

Examples:

  • Images/Imagery (e.g. stories) more vivid than words/numbers.
  • Illusory Truth Effect: Glitch in human psyche equating repetition with truth.
  • People still go to lottery cause we see on tv the winners, never the losers.
  • Food plate > Food pyramid as it’s easier to visualize when eating.
  • Displaying fish brings “freshness” to mind.
  • Bills bigger than coins & cards, making them easier to visualize money and loss (spend less with bills).
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5
Q

Describe the Decoy Heuristic and give examples

A

Middle/In-between/compromise options weigh more when “decoys” are present.

Examples

  • Adding more expensive 3rd option makes “mid-option” look more attractive.
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6
Q

Describe the Framing Heuristic and give examples

A

(–) info weighs more than (+) info in judgements.

  • (–) info repels more than (+) info attracts.
  • Losses loom larger than gains, people seek loss aversion.

Examples:

  • Granting removable/withdrawable concessions/benefits.
  • Preferring 75% lean over 25% fat.
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7
Q

Define bias and judgement bias

A

Bias

Gap between actual probability & perceived probability.

Judgement Biases

Gaps between rational & actual judgement.

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8
Q

List 6 judgement biases

A
  • Confirmation Bias
  • Sunk Cost Bias
  • Overconfidence Bias
  • Status Quo Bias
  • FOMO/FOBO Bias
  • Peak-End Bias
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9
Q

Define Confirmation Bias and give examples

A

Tendency to focus on later info to confirm our initial expectations.

  • Anchoring: 1st impressions/stereotypes/expectations used as anchors for our opinions on people/activities/etc.

Examples:

  • Few letters in a word form expectation of the word, which our mind uses to subconsciously “fill the blanks”.
  • Echo Chamber Effect: Ideas following your world view repeated to you, whilst ideas against world view aren’t
    (or avoided entirely).
  • Placebo Effect: Individuals expect pill will better their condition and their body acts accordingly.
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10
Q

Define Sunk Cost Bias and give examples

A

Tendency to escalate commitment to course of action to which we’ve already made some commitments (e.g. time, $, effort).

  • Rationally, we should consider future marginal costs & benefits of actions going forward.
    • Framing: Loss aversion tempts us to consider past costs that can’t be recovered.
    • Availability: Future marginal costs & benefits aren’t as vivid.

Examples:

  • People remain in casino even when losing money as they seek to recover money.
  • Banks continuing to lend money to troubled borrowers.
  • Holding out to failing stock rather than reduce losses & invest in more promising stock.
  • Expensive players often fielded more regardless of their performance.
  • Firm A rarely sells an acquired firm losing money (unless it’s for a lot).
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11
Q

Define overconfidence bias and give examples

A

Tendency to be more confident in our own abilities than is warranted by facts.

  • Availability: Occurs when (+) outcomes more vivid than costs.

Examples

  • Believing we’ll win the lottery.
  • Believing we’ll get best grade.
  • Believing we’ll get/stay married.
  • Countered by making costs vivid (e.g. Anti-… Signs, etc.)
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12
Q

Is overconfidence necessarily bad?

A

We’re motivated to get best for ourselves, which biases our self-confidence to initiate tasks, but may lead to greater disappointment than was otherwise forseeable.

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13
Q

Define Status Quo Bias and give examples

A

Tendency to stick w/ what we already have/do.

  • Anchoring: We are anchored to our routines.
  • Framing: Loss aversion makes familiar options “safer”.

Examples

  • Eating same food every day/week
  • Drinking same drink every day/week.
  • Keeping default/standard options.
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14
Q

Define FOMO/FOBO Bias and give examples

A

Fear that option currently considered isn’t “best” option available, thus we look/rely on familiarity/routines or postpone.

  • Framing: Loss aversion makes us scared of making wrong choice → anticipated regret.
  • Availability: Familiarity/routine are more vivid & thus considered “safer to buy”.
  • Anchoring: We are anchored to familiar brands.

Examples:

  • Offering very wide array of choices is more vivid, but rarely leads to purchase due to effort required to process, which leads to anticipated regret of making wrong choice.
    • Offer smaller assortments to reduce FOBO.
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15
Q

Define Peak-End Bias, what heuristics does it use, and give examples.

A

Tendency to focus on peaks and ends to judge experiences.

  • Availability: Occurs as mind has limited processing capacity, so only most vivid info stored.
  • Confirmation Bias: Ends are important as it’s used to confirm initial expectations.
  • Other factors: surprise, action, emotions, memorabilia (check article).

Examples:

  • We remember best/worst moments of a trip.
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16
Q

How to reduce individual biases

A

KNOWLEDGE of heuristics & biases.

  • Review past decisions & note bias examples.
  • Examples are vivid, helping avoid future bias (availability).

FEEDBACK about decisions.

  • Reduces overconfidence bias (harder to detect own bias).
  • Sunk cost bias may make you unaware of heuristics & biases you use so regularly you don’t notice.

Establishing good HABITS in decisionmaking.

  • Using status quo bias to encourage future considerations of biases.
  • Focus on future, not past.
  • Focus on data, not examples.
  • Consider anchors in pricing.
17
Q

How to reduce managerial biases? (check notes 4 deetz)

A
  • Self-Interested Biases: Suspect motivated errors?
  • Love Trap: Suspect recommending team has “fallen in love” w/ decision (–> biased).
  • Caution Trap: Suspect recommending team is overly cautious?
  • Dissenting Opinions: Suspect dissenting opinions within recommending team?
  • Salient Analogies: Suspect recommending team overly influenced by salient analogies.
  • Alternatives: Are there credible alternatives?
  • T/F: Suspect data credibility?
  • Halo Effect: Suspect recommending team influenced by impressions in unrelated decision/area?
  • Past Self: Suspect recommending team overly influenced by past decisions (status quo).
  • Future Self: Suspect more info needed if you had to take decision in future?
  • Base Case: Suspect base case overly optimistic?
  • Worst Case: Suspect worst case not bad enough?
18
Q
A