Cognitive bias CaRds The detk of 52 UX Cards What are those cards? Conitive biases are psycholoical thouht mechanisms and tendencies that cause the human brain to draw incorrect conclusions. For better or worse, you can use them in many dierent ways to influence user behaviour in your products and services. These biases will also impact collaboration between team members, meetins, and behaviors duri° your user tests. The cards, explainations and more tools can be found on: https://stephaniewalter.desin/blo/52-ux-cards-to-discover-conitive-biases/ Who created the cards The list of conitive biases is lon and looks scary to a lot of people. To make it easier to diest, Laurence Vaner and Stéphanie Walter selected 52 out of the complete list and oranized them into 5 cateories. Cards created by Laurence Vaner & Stephanie Walter -- CC BY-NC-SA 4.0 The cards We oranized the cards into 5 cateories. Each cateory is represented by a colour and a symbol. Decision-makin & behavior Anchoring Thinkin & problem solvin The tendency for people to depend too heavily on an initial piece of information oered (considered to be the "anchor") when makin decisions. Those objects near the anchor tend to be assimilated Memories & recallin toward it and those further away tend to be displaced in the other direction. Interview & user testin Team work, social & meetins DECISION-MAKING & BEHAVIOR This work is available under the terms of the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International (CC BY-NC-SA 4.0) Cards created by Laurence Vaner & Stephanie Walter -- CC BY-NC-SA 4.0 How to use them? These cards were created for teachin purposes. They help team members become aware of their own biases and the dierent biases they can induce, whether on purpose or not, to users. They can also be used as a cheat sheet and as “reminder cards” while desinin. You can use them in small workshops with your coworkers to raise awareness amon your team. 1. Discover and recall 1.1 Discovery Distribute the cards to roups (or individuals). Ask the people in the roup to work toether to recall examples of projects, interfaces or work related situations where they miht have faced those biases. (10 minutes) 1.2 Sharing Each roup presents 1 or 2 of the biases with an example to all participants in the workshop. At the end of the sharin session, dependin on how many roups, people “know” at least 10 biases. (2-3 minutes per roup) Cards created by Laurence Vaner & Stephanie Walter -- CC BY-NC-SA 4.0 How to use them? 2. Build an experience 2.1 Let’s be evil! The people in the roup (or individuals) will now imaine the most manipulative experience possible. They need to use as many biases as possible: those from the cards, those they already know. They can also check uxinlux.ithub.io/conitive-biases for more ideas. You can ask them to build an interface, but also a non-diital experience, or even make an advertisement, a TV spot, etc. (15/20 minutes) 2.2 Sharing Each roup then presents their own evil experience by listin the dierent biases used. Count the points and discover which roup is the most evil and manipulative! (2-3 minutes per roup) Cards created by Laurence Vaner & Stephanie Walter -- CC BY-NC-SA 4.0 Anchoring Availability heuristic The tendency for people to depend too The belief that if somethin can be heavily on an initial piece of information recalled, it must be important, or at least oered (considered to be the "anchor") more important than alternative solutions when makin decisions. Those objects which are not as readily recalled. near the anchor tend to be assimilated Subsequently people tend to heavily toward it and those further away tend to weih their judments toward more be displaced in the other direction. recent information, makin new opinions biased toward that latest news. DECISION-MAKING & BEHAVIOR DECISION-MAKING & BEHAVIOR Default effect Denomination effect When iven a choice between several The tendency to spend more money options, the tendency to favor the default when it is denominated in small amounts one. (e..) rather than lare amounts (e.., bills). DECISION-MAKING & BEHAVIOR DECISION-MAKING & BEHAVIOR Loss aversion Forer / Barnum Effect The disutility of ivin up an object is The tendency for individuals to ive hih reater than the utility associated with accuracy ratins to descriptions of their acquirin it. People have a tendency to personality that supposedly are tailored prefer avoidin losses to acquirin specifically for them but are in fact vaue equivalent ains: it is better to not lose 5€ and eneral enouh to apply to a wide than to find 5€. rane of people. This eect can provide a partial some beliefs and practices, such as astroloy, fortune tellin, some types of personality tests, etc. DECISION-MAKING & BEHAVIOR DECISION-MAKING & BEHAVIOR IKEA Effect Illusory truth effect The tendency for people to place a The tendency to believe that a statement disproportionately hih value on objects is true if it is easier to process, or if it has that they partially assembled themselves, been stated multiple times, reardless of such as furniture from IKEA, reardless of its actual veracity. the quality of the end product. DECISION-MAKING & BEHAVIOR DECISION-MAKING & BEHAVIOR Mere exposure effect Money illusion The tendency to preferer or like some The tendency to concentrate on the thins merely because of familiarity with nominal value (value on the bills) of them. money rather than its value in terms of purchasin power. DECISION-MAKING & BEHAVIOR DECISION-MAKING & BEHAVIOR Status quo bias Unit bias The tendency to like thins to stay The tendency to want to finish a iven relatively the same and be reluctant to unit of tasks or items. The individual any chane. The current baseline (or perceives the standard suested amount status quo) is taken as a reference point, of consumption to be appropriate and will and any chane from that baseline is want to consume it all even if it’s too perceived as a loss. much. This applied to food portions, finishin a movie even if it’s bad, etc. DECISION-MAKING & BEHAVIOR DECISION-MAKING & BEHAVIOR Authority bias The tendency to attribute reater Decision-making accuracy to the opinion of an authority & behavior fiure (unrelated to its content) and be more influenced by that opinion. These biases aect people's decision-makin abilities, behaviour and the decisions they make based on the dierent information they et. DECISION-MAKING & BEHAVIOR Automation bias Bandwagon effect The tendency for humans to favor The tendency to do (or believe) thins suestions from automated because many other people already do (or decision-makin systems and to inore believe) the same. The bandwaon eect contradictory information made without is characterized by the probability of automation, even if it this information was individual adoption increasin with in fact correct. respect to the proportion who have already done so. THINKING & PROBLEM SOLVING THINKING & PROBLEM SOLVING Confirmation bias Curse of knowledge The tendency to search for, interpret, When better-informed people find it focus on and remember information in a extremely dicult to think about way that confirms one's preconceptions. problems from the perspective of lesser-informed people. Those better-informed people unknowinly assume that the others have the backround to understand. THINKING & PROBLEM SOLVING THINKING & PROBLEM SOLVING Hyperbolic discounting Law of the instrument The tendency for people to have a An over-reliance on a familiar tool or stroner preference for more immediate methods, inorin or under-valuin payos relative to later payos. When alternative approaches. "If all you have is a faced with a choice between two rewards, hammer, everythin looks like a nail." the people will prefer the immediate reward even if it’s lower than a reward that will come in the future. THINKING & PROBLEM SOLVING THINKING & PROBLEM SOLVING Pro-innovation bias Rhyme as reason effect The tendency to have an excessive The tendency to perceive rhymin as optimism towards an invention or more truthful. For example, “an apple a innovation's usefulness throuhout day keeps the doctor away”. society, while often failin to identify its limitations and weaknesses. THINKING & PROBLEM SOLVING THINKING & PROBLEM SOLVING Fear of Missing out The fear experienced by individuals when Thinking & problem faced with the thouht that they miht miss out on a social occasion, a new solving experience, a profitable investment or a satisfyin event. This social anxiety is These biases can chane the way people characterized by a desire to stay think or solve problems and lead them to continually connected with what others come up with wron conclusions.. are doin. THINKING & PROBLEM SOLVING Information bias Pareidolia The tendency to seek information even The tendency to interpret a vaue (and when it cannot aect action. People tend random) stimulus as somethin known to to believe that the more information that the observer and sinificant, e.., seein can be acquired to make a decision, the imaes of animals or faces in clouds, the better, even if that extra information is man in the moon, and hearin irrelevant for the decision. non-existent hidden messaes on records played in reverse. MEMORIES & RECALLING MEMORIES & RECALLING Bizarreness effect Context effect Bizarre material is better remembered That conition and memory are than common material. dependent on context. Out-of-context memories are more dicult to retrieve than in-context memories (e.., recall time and accuracy for a work-related memory will be lower at home, and vice versa). MEMORIES & RECALLING MEMORIES & RECALLING Google effect Humor effect The tendency to foret information that Humorous items are more easily can be found readily online by usin remembered than non-humorous ones.