Fundamentals of Physical Computing

Instructor: Rob Faludi Plan for Today

• Final Project Review

• Designing Attraction

• Final Project Timeline

• Readings & Assignments Final Project Designing Attraction human decision-making

Rob Faludi Thinking is not for thinking Thinking is for doing – Susan T. Fiske Designing Attraction

• If you want to attract people to your project...

• If you want to design a persuasive interaction...

• If you want to inﬂuence people’s actions... You must look into people’s minds

...hardware isn’t enough, you need to know the software How don’t people work?

• people are not logical • not even-handed, not objective

• not slow and thoughtful People are not Machines Decision-making is about

• How to predict people

• How to inﬂuence people

• Ways to guide users to the goal

The Human Brain

• A tangle of quickie rules, biased processes, evolutionary ﬂotsam, attentional diversions

• The major inﬂuence shaping our planet

• Better understood now than ever before Humans are predictable

• but we have some surprising behaviors Click, whirr Automation

• Fixed action patterns

• Doing what you did before

• Chains of events Predictable processes Biases Biases

• leanings or predisposition

• favoring some outcomes over others

• sources of predictable errors Heuristics Heuristics

• A rule of thumb, simplification, or educated guess that reduces or limits the search for solutions in domains that are difficult and poorly understood. Unlike algorithms, heuristics do not guarantee optimal, or even feasible, solutions and are often used with no theoretical guarantee.

— Free Online Dictionary of Computing

Plenty of heuristics

• Anchoring and adjustment • Fluency heuristic

• Availability heuristic • Gaze heuristic

• Representativeness heuristic • Peak-end rule

• Affect heuristic • Recognition heuristic

• Contagion heuristic • Scarcity heuristic

• Effort heuristic • Similarity heuristic

• Familiarity heuristic

Scads of biases

• Bandwagon effect • Planning fallacy • Observer-expectancy • Fundamental attribution • Base rate fallacy • Post-purchase effect error • Bias blind spot rationalization • Optimism bias • Halo effect • Choice-supportive bias • Pseudocertainty effect • Overconfidence effect • Herd instinct • Confirmation bias • Reactance • Positive outcome bias • Illusion of asymmetric • Congruence bias • Selective perception • Primacy effect insight • Contrast effect • Status quo bias • Recency effect • Illusion of transparency • Déformation • Unit bias • Regression toward the • Ingroup bias professionnelle • Von Restorff effect mean disregarded • Just-world phenomenon • Distinction bias • Zero-risk bias • Reminiscence bump • Lake Wobegon effect • Endowment effect • Rosy retrospection • Notational bias • Extreme aversion • Ambiguity effect • Selection bias • Outgroup homogeneity • Focusing effect • Anchoring • Stereotyping bias • Framing • Attentional bias • Subadditivity effect • Projection bias • Hyperbolic discounting • Availability heuristic • Subjective validation • Self-serving bias • Illusion of control • Availability cascade • Telescoping effect • Self-fulfilling prophecy • Impact bias • Clustering illusion • Texas sharpshooter • System justification • Information bias • Conjunction fallacy fallacy • Trait ascription bias • Irrational escalatio • Gambler's fallacy • Loss aversion • Hawthorne effect • Actor-observer bias • Beneffectance • Mere exposure effect • Hindsight bias • Dunning-Kruger effect • Consistency bias • Moral credential effect • Illusory correlation • Egocentric bias • Cryptomnesia • Need for closure • Ludic fallacy • Forer effect (aka • Egocentric bias • Neglect of probability • Neglect of prior base Barnum Effect) • False memory • Omission bias rates effect • False consensus effect • Hindsight bias • Outcome bias • Suggestibility Four Interesting Biases

• positive outcome bias

• conﬁrmation bias

• illusion of control