A Review of Possible Effects of Cognitive Biases on Interpretation Of
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The Status Quo Bias and Decisions to Withdraw Life-Sustaining Treatment
HUMANITIES | MEDICINE AND SOCIETY The status quo bias and decisions to withdraw life-sustaining treatment n Cite as: CMAJ 2018 March 5;190:E265-7. doi: 10.1503/cmaj.171005 t’s not uncommon for physicians and impasse. One factor that hasn’t been host of psychological phenomena that surrogate decision-makers to disagree studied yet is the role that cognitive cause people to make irrational deci- about life-sustaining treatment for biases might play in surrogate decision- sions, referred to as “cognitive biases.” Iincapacitated patients. Several studies making regarding withdrawal of life- One cognitive bias that is particularly show physicians perceive that nonbenefi- sustaining treatment. Understanding the worth exploring in the context of surrogate cial treatment is provided quite frequently role that these biases might play may decisions regarding life-sustaining treat- in their intensive care units. Palda and col- help improve communication between ment is the status quo bias. This bias, a leagues,1 for example, found that 87% of clinicians and surrogates when these con- decision-maker’s preference for the cur- physicians believed that futile treatment flicts arise. rent state of affairs,3 has been shown to had been provided in their ICU within the influence decision-making in a wide array previous year. (The authors in this study Status quo bias of contexts. For example, it has been cited equated “futile” with “nonbeneficial,” The classic model of human decision- as a mechanism to explain patient inertia defined as a treatment “that offers no rea- making is the rational choice or “rational (why patients have difficulty changing sonable hope of recovery or improvement, actor” model, the view that human beings their behaviour to improve their health), or because the patient is permanently will choose the option that has the best low organ-donation rates, low retirement- unable to experience any benefit.”) chance of satisfying their preferences. -
Bad Is Stronger Than Good
Review of General Psychology Copyright 2001 by the Educational Publishing Foundation 2001. Vol. 5. No. 4. 323-370 1089-2680/O1/S5.O0 DOI: 10.1037//1089-2680.5.4.323 Bad Is Stronger Than Good Roy F. Baumeister and Ellen Bratslavsky Catrin Finkenauer Case Western Reserve University Free University of Amsterdam Kathleen D. Vohs Case Western Reserve University The greater power of bad events over good ones is found in everyday events, major life events (e.g., trauma), close relationship outcomes, social network patterns, interper- sonal interactions, and learning processes. Bad emotions, bad parents, and bad feedback have more impact than good ones, and bad information is processed more thoroughly than good. The self is more motivated to avoid bad self-definitions than to pursue good ones. Bad impressions and bad stereotypes are quicker to form and more resistant to disconfirmation than good ones. Various explanations such as diagnosticity and sa- lience help explain some findings, but the greater power of bad events is still found when such variables are controlled. Hardly any exceptions (indicating greater power of good) can be found. Taken together, these findings suggest that bad is stronger than good, as a general principle across a broad range of psychological phenomena. Centuries of literary efforts and religious pothesis that bad is stronger than good (see also thought have depicted human life in terms of a Rozin & Royzman, in press). That is, events struggle between good and bad forces. At the that are negatively valenced (e.g., losing metaphysical level, evil gods or devils are the money, being abandoned by friends, and receiv- opponents of the divine forces of creation and ing criticism) will have a greater impact on the harmony. -
A Task-Based Taxonomy of Cognitive Biases for Information Visualization
A Task-based Taxonomy of Cognitive Biases for Information Visualization Evanthia Dimara, Steven Franconeri, Catherine Plaisant, Anastasia Bezerianos, and Pierre Dragicevic Three kinds of limitations The Computer The Display 2 Three kinds of limitations The Computer The Display The Human 3 Three kinds of limitations: humans • Human vision ️ has limitations • Human reasoning 易 has limitations The Human 4 ️Perceptual bias Magnitude estimation 5 ️Perceptual bias Magnitude estimation Color perception 6 易 Cognitive bias Behaviors when humans consistently behave irrationally Pohl’s criteria distilled: • Are predictable and consistent • People are unaware they’re doing them • Are not misunderstandings 7 Ambiguity effect, Anchoring or focalism, Anthropocentric thinking, Anthropomorphism or personification, Attentional bias, Attribute substitution, Automation bias, Availability heuristic, Availability cascade, Backfire effect, Bandwagon effect, Base rate fallacy or Base rate neglect, Belief bias, Ben Franklin effect, Berkson's paradox, Bias blind spot, Choice-supportive bias, Clustering illusion, Compassion fade, Confirmation bias, Congruence bias, Conjunction fallacy, Conservatism (belief revision), Continued influence effect, Contrast effect, Courtesy bias, Curse of knowledge, Declinism, Decoy effect, Default effect, Denomination effect, Disposition effect, Distinction bias, Dread aversion, Dunning–Kruger effect, Duration neglect, Empathy gap, End-of-history illusion, Endowment effect, Exaggerated expectation, Experimenter's or expectation bias, -
Avoiding the Conjunction Fallacy: Who Can Take a Hint?
Avoiding the conjunction fallacy: Who can take a hint? Simon Klein Spring 2017 Master’s thesis, 30 ECTS Master’s programme in Cognitive Science, 120 ECTS Supervisor: Linnea Karlsson Wirebring Acknowledgments: The author would like to thank the participants for enduring the test session with challenging questions and thereby making the study possible, his supervisor Linnea Karlsson Wirebring for invaluable guidance and good questions during the thesis work, and his fiancée Amanda Arnö for much needed mental support during the entire process. 2 AVOIDING THE CONJUNCTION FALLACY: WHO CAN TAKE A HINT? Simon Klein Humans repeatedly commit the so called “conjunction fallacy”, erroneously judging the probability of two events occurring together as higher than the probability of one of the events. Certain hints have been shown to mitigate this tendency. The present thesis investigated the relations between three psychological factors and performance on conjunction tasks after reading such a hint. The factors represent the understanding of probability and statistics (statistical numeracy), the ability to resist intuitive but incorrect conclusions (cognitive reflection), and the willingness to engage in, and enjoyment of, analytical thinking (need-for-cognition). Participants (n = 50) answered 30 short conjunction tasks and three psychological scales. A bimodal response distribution motivated dichotomization of performance scores. Need-for-cognition was significantly, positively correlated with performance, while numeracy and cognitive reflection were not. The results suggest that the willingness to engage in, and enjoyment of, analytical thinking plays an important role for the capacity to avoid the conjunction fallacy after taking a hint. The hint further seems to neutralize differences in performance otherwise predicted by statistical numeracy and cognitive reflection. -
Cognitive Bias Mitigation: How to Make Decision-Making More Rational?
Cognitive Bias Mitigation: How to make decision-making more rational? Abstract Cognitive biases distort judgement and adversely impact decision-making, which results in economic inefficiencies. Initial attempts to mitigate these biases met with little success. However, recent studies which used computer games and educational videos to train people to avoid biases (Clegg et al., 2014; Morewedge et al., 2015) showed that this form of training reduced selected cognitive biases by 30 %. In this work I report results of an experiment which investigated the debiasing effects of training on confirmation bias. The debiasing training took the form of a short video which contained information about confirmation bias, its impact on judgement, and mitigation strategies. The results show that participants exhibited confirmation bias both in the selection and processing of information, and that debiasing training effectively decreased the level of confirmation bias by 33 % at the 5% significance level. Key words: Behavioural economics, cognitive bias, confirmation bias, cognitive bias mitigation, confirmation bias mitigation, debiasing JEL classification: D03, D81, Y80 1 Introduction Empirical research has documented a panoply of cognitive biases which impair human judgement and make people depart systematically from models of rational behaviour (Gilovich et al., 2002; Kahneman, 2011; Kahneman & Tversky, 1979; Pohl, 2004). Besides distorted decision-making and judgement in the areas of medicine, law, and military (Nickerson, 1998), cognitive biases can also lead to economic inefficiencies. Slovic et al. (1977) point out how they distort insurance purchases, Hyman Minsky (1982) partly blames psychological factors for economic cycles. Shefrin (2010) argues that confirmation bias and some other cognitive biases were among the significant factors leading to the global financial crisis which broke out in 2008. -
The Availability Heuristic
CHAPTER 11 THE AVAILABILITY HEURISTIC According to Amos Tversky and Daniel Kahneman (1974, p. 1127), the availability heuristic is a rule of thumb in which decision makers "assess the frequency of a class or the probability of an event by the ease with which instances or occurrences can be brought to mind." Usually this heuristic works quite well; all things being equal, common events are easier to remember or imagine than are uncommon events. By rely ing on availability to estimate frequency and probability, decision mak ers are able to simplify what might otherwise be very difficult judg ments. As with any heuristic, however, there are cases in which the general rule of thumb breaks down and leads to systematic biases. Some events are more available than others not because they tend to occur frequently or with high probability, but because they are inherently easier to think about, because they have taken place recently, because they are highly emotional, and so forth. This chapter examines three general questions: (1) What are instances in which the availability heuristic leads to biased judgments? (2) Do decision makers perceive an event as more likely after they have imagined it happening? (3) How is vivid information dif ferent from other information? AVAILABILITY GOES AWRY Which is a more likely cause of death in the United States-being killed by falling airplane parts or by a shark? Most people rate shark attacks as more probable than death from falling airplane parts (see Item #7 of the Reader Survey for your answer). Shark attacks certainly receive more publicity than do deaths from falling airplane parts, and they are far easier to imagine (thanks in part to movies such as Jaws). -
Graphical Techniques in Debiasing: an Exploratory Study
GRAPHICAL TECHNIQUES IN DEBIASING: AN EXPLORATORY STUDY by S. Bhasker Information Systems Department Leonard N. Stern School of Business New York University New York, New York 10006 and A. Kumaraswamy Management Department Leonard N. Stern School of Business New York University New York, NY 10006 October, 1990 Center for Research on Information Systems Information Systems Department Leonard N. Stern School of Business New York University Working Paper Series STERN IS-90-19 Forthcoming in the Proceedings of the 1991 Hawaii International Conference on System Sciences Center for Digital Economy Research Stem School of Business IVorking Paper IS-90-19 Center for Digital Economy Research Stem School of Business IVorking Paper IS-90-19 2 Abstract Base rate and conjunction fallacies are consistent biases that influence decision making involving probability judgments. We develop simple graphical techniques and test their eflcacy in correcting for these biases. Preliminary results suggest that graphical techniques help to overcome these biases and improve decision making. We examine the implications of incorporating these simple techniques in Executive Information Systems. Introduction Today, senior executives operate in highly uncertain environments. They have to collect, process and analyze a deluge of information - most of it ambiguous. But, their limited information acquiring and processing capabilities constrain them in this task [25]. Increasingly, executives rely on executive information/support systems for various purposes like strategic scanning of their business environments, internal monitoring of their businesses, analysis of data available from various internal and external sources, and communications [5,19,32]. However, executive information systems are, at best, support tools. Executives still rely on their mental or cognitive models of their businesses and environments and develop heuristics to simplify decision problems [10,16,25]. -
Gender De-Biasing in Speech Emotion Recognition
INTERSPEECH 2019 September 15–19, 2019, Graz, Austria Gender de-biasing in speech emotion recognition Cristina Gorrostieta, Reza Lotfian, Kye Taylor, Richard Brutti, John Kane Cogito Corporation fcgorrostieta,rlotfian,ktaylor,rbrutti,jkaneg @cogitocorp.com Abstract vertisement delivery [9], object classification [10] and image search results for occupations [11] . Machine learning can unintentionally encode and amplify neg- There are several factors which can contribute to produc- ative bias and stereotypes present in humans, be they conscious ing negative bias in machine learning models. One major cause or unconscious. This has led to high-profile cases where ma- is incomplete or skewed training data. If certain demographic chine learning systems have been found to exhibit bias towards categories are missing from the training data, models developed gender, race, and ethnicity, among other demographic cate- on this can fail to generalise when applied to new data contain- gories. Negative bias can be encoded in these algorithms based ing those missing categories. The majority of models deployed on: the representation of different population categories in the in modern technology applications are based on supervised ma- training data; bias arising from manual human labeling of these chine learning and much of the labeled data comes from people. data; as well as modeling types and optimisation approaches. In Labels can include movie reviews, hotel ratings, image descrip- this paper we assess the effect of gender bias in speech emotion tions, audio transcriptions, and perceptual ratings of emotion. recognition and find that emotional activation model accuracy is As people are inherently biased, and because models are an es- consistently lower for female compared to male audio samples. -
Cognitive Biases in Economic Decisions – Three Essays on the Impact of Debiasing
TECHNISCHE UNIVERSITÄT MÜNCHEN Lehrstuhl für Betriebswirtschaftslehre – Strategie und Organisation Univ.-Prof. Dr. Isabell M. Welpe Cognitive biases in economic decisions – three essays on the impact of debiasing Christoph Martin Gerald Döbrich Abdruck der von der Fakultät für Wirtschaftswissenschaften der Technischen Universität München zur Erlangung des akademischen Grades eines Doktors der Wirtschaftswissenschaften (Dr. rer. pol.) genehmigten Dissertation. Vorsitzender: Univ.-Prof. Dr. Gunther Friedl Prüfer der Dissertation: 1. Univ.-Prof. Dr. Isabell M. Welpe 2. Univ.-Prof. Dr. Dr. Holger Patzelt Die Dissertation wurde am 28.11.2012 bei der Technischen Universität München eingereicht und durch die Fakultät für Wirtschaftswissenschaften am 15.12.2012 angenommen. Acknowledgments II Acknowledgments Numerous people have contributed to the development and successful completion of this dissertation. First of all, I would like to thank my supervisor Prof. Dr. Isabell M. Welpe for her continuous support, all the constructive discussions, and her enthusiasm concerning my dissertation project. Her challenging questions and new ideas always helped me to improve my work. My sincere thanks also go to Prof. Dr. Matthias Spörrle for his continuous support of my work and his valuable feedback for the articles building this dissertation. Moreover, I am grateful to Prof. Dr. Dr. Holger Patzelt for acting as the second advisor for this thesis and Professor Dr. Gunther Friedl for leading the examination board. This dissertation would not have been possible without the financial support of the Elite Network of Bavaria. I am very thankful for the financial support over two years which allowed me to pursue my studies in a focused and efficient manner. Many colleagues at the Chair for Strategy and Organization of Technische Universität München have supported me during the completion of this thesis. -
Nudge Theory
Nudge Theory http://www.businessballs.com/nudge-theory.htm Nudge theory is a flexible and modern concept for: • understanding of how people think, make decisions, and behave, • helping people improve their thinking and decisions, • managing change of all sorts, and • identifying and modifying existing unhelpful influences on people. Nudge theory was named and popularized by the 2008 book, 'Nudge: Improving Decisions About Health, Wealth, and Happiness', written by American academics Richard H Thaler and Cass R Sunstein. The book is based strongly on the Nobel prize- winning work of the Israeli-American psychologists Daniel Kahneman and Amos Tversky. This article: • reviews and explains Thaler and Sunstein's 'Nudge' concept, especially 'heuristics' (tendencies for humans to think and decide instinctively and often mistakenly) • relates 'Nudge' methods to other theories and models, and to Kahneman and Tversky's work • defines and describes additional methods of 'nudging' people and groups • extends the appreciation and application of 'Nudge' methodology to broader change- management, motivation, leadership, coaching, counselling, parenting, etc • offers 'Nudge' methods and related concepts as a 'Nudge' theory 'toolkit' so that the concept can be taught and applied in a wide range of situations involving relationships with people, and enabling people to improve their thinking and decision- making • and offers a glossary of Nudge theory and related terms 'Nudge' theory was proposed originally in US 'behavioral economics', but it can be adapted and applied much more widely for enabling and encouraging change in people, groups, or yourself. Nudge theory can also be used to explore, understand, and explain existing influences on how people behave, especially influences which are unhelpful, with a view to removing or altering them. -
Information to Users
INFORMATION TO USERS This manuscript has been reproduced from the microfilm master. UMI films the text directly from the original or copy submitted. Thus, some thesis and dissertation copies are in typewriter face, while others may be from any type of computer printer. The quality of this reproduction is dependent upon the quality of the copy submitted. Broken or indistinct print, colored or poor quality illustrations and photographs, print bleedthrough, substandard margins, and improper alignment can adversely affect reproduction. In the unlikely event that the author did not send UMI a complete manuscript and there are missing pages, these will be noted. Also, if unauthorized copyright material had to be removed, a note will indicate the deletion. Oversize materials (e.g., maps, drawings, charts) are reproduced by sectioning the original, beginning at the upper left-hand comer and continuing from left to right in equal sections with small overlaps. Each original is also photographed in one exposure and is included in reduced form at the back of the book. Photographs included in the original manuscript have been reproduced xerographically in this copy. Higher quality 6” x 9” black and white photographic prints are available for any photographs or illustrations appearing in this copy for an additional charge. Contact UMI directly to order. UMI A Bell & Howell Information Company 300 North Zeeb Road, Ann Arbor MI 48106-1346 USA 313/761-4700 800/521-0600 BIASES IN IMPRESSION FORMATION. A DEMONSTRATION OF A BIVARIATE MODEL OF EVALUATION DISSERTATION Presented in Partial Fulfillment for the Requirements for the Degree Doctor of Philosophy in the Graduate School of the Ohio State University By Wendi L. -
Optimism Bias and Differential Information Use in Supply Chain Forecasting
Optimism bias and differential information use in supply chain forecasting Robert Fildes Dept. Management Science, Lancaster University, LA1 4YX, UK Email: [email protected] Paul Goodwin*, School of Management, University of Bath Bath, BA2 7AY,UK Tel: 44-1225-383594 Fax: 44-1225-386473 Email: [email protected] August 2011 * Corresponding author Acknowledgements This research was supported by a grant from SAS and the International Institute of Forecasters. 1 Abstract Companies tend to produce over optimistic forecasts of demand. Psychologists have suggested that optimism, at least in part, results from selective bias in processing information. When high demand is more desirable than low demand information favouring high demand may carry more weight than information that suggests the opposite. To test this, participants in an experiment used a prototypical forecasting support system to forecast the demand uplift resulting from sales promotion campaigns. One group was rewarded if demand exceeded an uplift of 80%. All of the participants were also supplied with information some of which supported an uplift of greater than 80% and some of which suggested that the uplift would fall below this value. This enabled an assessment to be made of the extent to which those who were rewarded if the uplift exceeded 80% paid more attention to the positive information than those who were not rewarded. While the experiment provided strong evidence of desirability bias there was no evidence that the group receiving rewards for sales exceeding the threshold made greater use of positive reasons. Possible explanations for this are discussed, together with the implications for forecasting support system design.