Problem solving 1 Flashcards

1
Q

What is problem solving ?

A

Going from a problem to goal state

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2
Q

3 steps of problem solving

A
  1. Recognizing and representing problem
    - Focus on relevant information
  2. Analyzing and solving it
    - Problem solving cycle
  3. Assessing the solution’s effectiveness
    … and store it in an appropriate form
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3
Q

Solving the monk problem : finding the spot along the path that the monk will occupy at the same time of day on both trips

A
  • Difficult to solve with math
  • More productive way is representing it visually
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4
Q

problem-solving cycle

A
  • Series of steps we enact to reach a solution
  • We can go many times through these steps
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5
Q

Steps of the problem solving cycle

A
  1. Defining and representing the problem
  2. Define strategies
  3. Think of the best strategy
  4. Implement the best strategy with a plan of action
  5. Evaluate if what we did was an effective strategy that lead us to the wanted solution
  6. If not effective, go back in steps : Recursion
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6
Q

Recursive characteristic of the problem solving cycle

A

Repeat the cycle as many times as necessary to find a solution
* Ensures resolution

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7
Q

Applicable and adaptable characteristic of the problem solving cycle

A

The output of the cycle should be a solution to a current problem and a version that can generalize to new scenarios

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8
Q

Generalization of solution in memory

A

Storing specific solutions without detail to apply to new scenarios
* Memory for solutions should include ‘essence’ and not specifics : otherwise, won’t be easy to learn from it
* Important for adaptive behaviour

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9
Q

Well defined problems

A
  • Task constraints (clear steps) to reach a solution : applying existing rules, algorithms or scripts
  • Defined goal state : clear what the decision path is to solve the problem
  • Single, expected outcome
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10
Q

Ill defined problems

A
  • How to overcome problem / the goal is ambiguous : can be unclear what goal state you want, and ways to get to the goal
  • Requires added information
  • Situational
    -Use different processes than well defined problems : think of multiple decision paths
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11
Q

Ambiguous situations (ill-defined problems)

A
  • Have few limitations (rules) for how to solve the problem
  • Multiple solutions or expected outcomes
  • Social or self problem solving
    E.g. I need to figure out how to make new friends.
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12
Q

Evidence that episodic memory assists in problem solving

A

Temporal lobe epilepsy (TLE) patients with hippocampal damage and select episodic memory loss vs control
Task :
* Asked to describe solutions to social problems :e.g. how to have dinner party for people you don’t know
* Problem descriptions scored by the number of effective, relevant steps or non-effective, irrelevant steps
Results :
- Impairment in effective solutions for TLE patients
- Suggest episodic memory is essential for creating solutions to ill-defined problems

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13
Q

There is greater activity in the … cortex (region for cognitive processes and tasks that require more cognitive load ) for ill-defined anagrams

A

right lateral prefrontal cortex

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14
Q

Cognitive load

A

The amount of information that your working memory system can hold at one time

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15
Q

Why do ill-defined problems carry a high cognitive load ?

A

Because they reduce working memory capacity :
- Ill-defined problems do not have schematic solutions to increase working memory capacity

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16
Q

Moravec’s paradox

A

Artificial intelligence (AI) can solve well-defined problems well, but not ill-defined problems and simple skills because it works by algorithms that deal well with certainty, but not uncertainty
* “Everything that’s easy is hard, and everything that’s hard is easy”

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17
Q

Represents an information processing approach to study problem solving via algorithms

A

Well-defined problems

18
Q

Problem space

A

Where we represent well-defined problems

19
Q

3 components of a problem space

A
  1. Initial and goals states
  2. Intermediate paths and operators
    - Operators : transformations from initial to solution state
  3. Task constraints
20
Q

Solving the Tower of Hanoi

A
  • Move 3 discs from peg A to C so they are in the same initial order
  • Task constraints
  • No disc can lie on top of a smaller one
  • only one disc can be moved at a time (i.e., the top disc of a pile)
    The way you solve this requires you to move back and forth : using sub goals (intermediate states)
21
Q

The Tower of Hanoi problem is an example of a ______well/ill defined problem because it has _____ task constraints/no task constraints

A

Well-defined with task constraints

22
Q

Brute force way of navigating the problem space

A

For well-defined problems
* Systematic algorithm that represents all the possible steps from the problem to goal state
* Guaranteed to find a solution, but inefficient

23
Q

Combinatorial explosion

A
  • computing too many alternatives
  • Linked to decision fatigue
  • Why it is usually best to avoid brute force
24
Q

Heuristics

A

Strategies to select moves in a problem space to avoid combinatorial explosion and decision fatigue

25
Thinking aloud procedures
Used to measure complex thinking to understand strategies
26
Concurrent verbalizations (thinking aloud procedures)
- Describe what you are doing as you do it (how you are solving a problem) - A bit better at explaining how people solve problems than retrospective verbalizations
27
Retrospective verbalizations (thinking aloud procedures)
Describe what you did at an earlier time * Influenced by metacognitive processes, memory
28
Trial and Error Heuristic
Considered “lower-level thinking” * Try out a number of solutions, rule out what doesn’t work * Good for limited outcome problems * What color of my shirt matches these pants? Not good for multi-outcome problems * Solving a Rubik Cube via trial and error doesn’t work
29
Hill climbing strategy heuristic
Select the operation that brings you closer to the goal without examining the whole problem space * This strategy can lead to a false outcome, a ‘local maxima’ (subgoal) is mistaken as the final goal; not considering other paths : foothill problem * Does not always work because some problems require you to move away from the goal in order to solve it (e.g. tower of Hanoi)
30
Solving the hobbits and orcs problem
Cannot be solved with a hill climbing strategy Instead : Move away from the goal to get there : move the hobbits and orcs back and forth many times : intermediate steps due to task constraints
31
Means ends strategy
* What “means” do I have to make the current state look like the goal state? Determine the best strategy for fulfilling the goal given the current situation Recursion : * Identifying sub-problems to complete the goal * Includes forward and backward movements, constantly evaluating the difference between current and goal states
32
Difference between hill climbing and means-end strategies
Means-end is a more flexible approach than hill-climbing - Means end strategy takes into account all potential steps, not just the next step like hill climbing strategy
33
Rubik Cube solving
Requires to set up subgoals and engage recursion
34
What makes expert problem solvers better than novices?
1. They have more knowledge than novices 2. They use better rules or strategies when solving problems
35
Experts spend more time ______ a problem
Defining : When given ambiguous problems to solve, non-experts spent more time trying to develop a solution; experts to define the problem appropriately
36
Representing a problem space : experts
Experts are more familiar with certain information and so they represent a problem differently than non-experts * Expert radiologists use ‘global’ visual processes when viewing scans * Do not focus on unnecessary details Eye fixation patterns :novices have more eye movements to look around more Experts are more efficient : know what to look for, more holistic way of looking at problem
37
Experts engage different brain processes to view a problem
*Expert radiologists recruit broader visual areas when viewing chest xrays * Experts recruit more brain areas that process information related to their expertise : both hemispheres * Experts are better able to use domain-relevant knowledge to perform a task
38
Novices activate ____ hemisphere of brain while experts activate ____ hemisphere
Novices : left hemisphere (activating working memory and cognitive load, maybe lower level strategies) Experts : right hemisphere ( (more abstract high level knowledge : more holistic)
39
Experts ____ information when encoding based on prior knowledge
Chunk (e.g. expert chess players)
40
What is happening in the brains of Chessmasters?
- Additional regions engaged by experts ONLY for a chess recognition task (not geometry task) - Bilateral activity when task taps into their chess expertise
41
Limited transfer between domains
Being an expert in one domain does not mean you will be an expert in other domains