The effects of routine strength on adaptation and information search in recurrent decision making

The strength of decision routines was manipulated within a computer-controlled micro world simulation involving recurrent decision making. During a learning phase, participants were led to prefer a certain brand of an industrial good either about 15 times in a weak routine or about 30 times in a strong routine condition. In the test phase of Experiment 1, participants were confronted with changes in the microworld that rendered the routine obsolete. Routine maintenance over a series of repeated acquisition decisions was assessed as the major dependent variable. Although new information clearly suggested that a deviation from the routine would be beneficial, strong routine participants were more likely to maintain the routine compared to weak routine participants and a control group in which a comparable option (same outcome probabilities as the routine) carried an unfamiliar brand label. Experiment 2 investigated the effects of routine strength on information search. After having learned the routine, participants were asked to make one final decision involving the routine. The task was either framed as being similar to the learning task or as being novel. Before making the final decision, participants were asked to consider new information about the alternatives. Strong routine participants in the familiar task condition preferred information that favored the routine and avoided unfavorable information. If the task was framed as being novel, such confirmation biases disappeared completely. In contrast, weak routine participants exhibited a moderate confirmation bias in their searches independent from task framing.     

Information search in heuristic decision making

Simple heuristics of the type introduced by Gigerenzer, Todd, and The ABC Research Group ( 1999 ) embody principles for information search, stop and decision making. These heuristics suggest that such processes are simple. In an analysis of general practitioners' (GPs) information search and decision‐making behaviour when prescribing a lipid lowering drug, we examined whether information search was simple, and whether a heuristic that predicts a simple decision‐making process was also accurate at describing information search. We found that GPs' information search behaviour was simple in that it demonstrated characteristics of the matching heuristic (e.g. stopping rule). In addition, although the matching heuristic which correctly predicted on average 75% of GPs' decisions used significantly fewer cues on average than the GPs did in the information search task, it was reasonably accurate in describing order of information search. These findings have implications for the validity of simple heuristics describing both information search and decision making. Copyright © 2009 John Wiley & Sons, Ltd.     

Biased information search in group decision making

Research has shown that people prefer supporting to conflicting information when making decisions. Whether this biased information search also occurs in group decision making was examined in three experiments. Experiment 1 indicated that groups as well as individuals prefer supporting information and that the strength of this bias depends on the distribution of the group members' initial decision preferences. The more group members had chosen the same alternative prior to the group discussion (group homogeneity), the more strongly the group preferred information supporting that alternative. Experiment 2 replicated these results with managers. Experiment 3 showed that the differences between homogeneous and heterogeneous groups reflect group-level processes. Higher commitment and confidence in homogeneous groups mediated this effect. Functional and dysfunctional aspects of biased information seeking in group decision making are discussed.     

Information search and mental representation in risky decision making: The advantages first principle

In three experiments the problem is investigated how people identify early in the decision process those alternatives that are worthwhile to be examined in more detail. We assume that decision makers employ the Advantages first Principle: They first search for information about positive outcomes and then focus their information search (e.g., for negative consequences or for risk defusing operators) on those alternatives that appear attractive after this initial evaluation. In Experiment 1 (120 participants), initial information about consequences was varied for eight alternatives (no information, positive consequences, negative, or mixed for four alternatives). In all conditions, the great majority of participants followed both aspects of the Advantages first Principle. In Experiment 2, 60 participants decided in two quasi‐realistic scenarios with two alternatives each. Initial information was presented so that one alternative had better positive consequences, worse negative consequences, or both. In all conditions, more information was searched for in the initially better alternative. In Experiment 3 (20 participants) the Advantages first Principle was not only confirmed for a scenario but also for choices in traditional gambling tasks with two and eight alternatives, respectively. Participants could win or lose real money. Copyright © 2010 John Wiley & Sons, Ltd.     

Group vs individual information processing: The effects of outcome feedback on decision making

Recent theories of individual decision making have emphasized the role of environmental feedback on decision performance and confidence. However, in relation to group decision making, feedback has received only minor attention. This study compared individual and group decision performance and confidence on a multicue personnel decision task under three different feedback conditions. Individuals and five-person groups decided whether to promote 48 different job candidates, and rated how confident they were in each of their decisions. Feedback as to the correctness of their decisions was provided after (a) every decision (Total Feedback), (b) only those decisions to promote the candidate (Partial Feedback), or (c) after none of the decisions (No Feedback). Results indicated that groups performed best under total feedback, while individuals performed best under partial feedback. In addition, greater amounts of feedback reduced individuals' confidence but had little effect on group member confidence. Implications for both current theory in decision making and group vs individual information processing are discussed.     

Acquisition and decision in visual same-different search of letter displays

From 2 to 23 capital As, Bs, and Cs were positioned randomly over visual displays varying in sizefrom5 to 10deg square and in luminance from7 to 250cd/m², The task was to decide whether all letters were the same or one was different from the rest. Instructions stressed accuracy, and responses were 97% correct. Three experiments with 50 observers varied amount of practice, number of letters (N), and size and luminance of the display. All experiments produced a linear invariance between mean “same” \((\bar S)\) and mean “different” \((\bar D)\) response times in seconds with N as the parameter: \(\bar D\) ? \(\bar S\) /2+4. The data are consistent with Krueger’s same-different decision theory, and with the separation of acquisition from decision processes.     

Mental workload while driving: effects on visual search,discrimination, and decision making

The effects of mental workload on visual search and decision making were studied in real traffic conditions with 12 participants who drove an instrumented car. Mental workload was manipulated by having participants perform several mental tasks while driving. A simultaneous visual-detection and discrimination test was used as performance criteria. Mental tasks produced spatial gaze concentration and visual-detection impairment, although no tunnel vision occurred. According to ocular behavior analysis, this impairment was due to late detection and poor identification more than to response selection. Verbal acquisition tasks were innocuous compared with production tasks, and complex conversations, whether by phone or with a passenger, are dangerous for road safety.     

Information sampling and group decision making: the effects of an advocacy decision procedure and task experience

Group discussions tend to focus on information that was previously known by all members (shared information) rather than information known by only 1 member (unshared information). If the shared information implies a suboptimal alternative, this sampling bias is associated with inaccurate group decisions. The present study examines the impact of 2 factors on information exchange and decision quality: (a) an advocacy group decision procedure versus unstructured discussion and (b) task experience. Results show that advocacy groups discussed both more shared and unshared information than free-discussion groups. Further, with increasing experience, more unshared information was mentioned in advocacy groups. In contrast, there was no such increase in unstructured discussions. Yet advocacy groups did not significantly improve their decision quality with experience.     

An information processing view of framing effects: The role of causal schemas in decision making

People prefer a sure gain to a probable larger gain when the two choices are presented from a gain perspective, but a probable larger loss to a sure loss when the objectively identical choices are presented from a loss perspective. Such reversals of preference due to the context of the problem are known asframing effects. In the present study, schema activation and subjects’ interpretations of the problems were examined as sources of the framing effects. Results showed that such effects could be eliminated by introducing into a problem a causal schema that provided a rationale for the reciprocal relationship between the gains and the losses. Moreover, when subjects were freed from framing they were consistently risk seeking in decisions about human life, but risk averse in decisions about property. Irrationality in choice behaviors and the ecological implication of framing effects are discussed.     

The discounting of ambiguous information in economic decision making

In three experimental studies we investigated how decision makers respond to ambiguous information about costs and benefits. In Experiment 1, we studied the effect of ambiguity about prior costs. Experiments 2 and 3 focused on the effect of ambiguity about future outcomes. The collective results of the three studies suggest that decision makers discount ambiguous information. The findings are related to insights on the disjunction effect, the sunk cost effect, transaction decoupling, and ambiguity aversion. Copyright © 2003 John Wiley & Sons, Ltd.     

行为决策中的描述–经验差距:信息加工角度的解释

选项信息获取过程会影响决策,描述–经验差距简称D-E差距,是指个体进行决策时根据概括性描述信息得到的结果与依据序列体验信息的经验得到的结果之间的差异。文章以认知因素在决策范式演进过程中的角色为线索,梳理了D-E差距的提出及最新的研究发现。参考决策认知过程框架从信息加工角度探讨D-E差距影响因素,从整体上解释D-E差距的原因。未来需要从全面对比两种决策范式,改进经验决策研究方法等角度进行深入探讨。     

Attending to multiple sources of information: I. The integration of information in decision making

Information relevant to a decision is often available from several sources, such as different sensory modalities or different spatial locations. Processing or utilization of such information is often selective in that some sources seem to have more influence on a decision or response than others. Many different theoretical mechanisms have been proposed to account for such selective (i.e., attentional) aspects of human information processing. This paper considers theoretical mechanisms which operate to integrate separate sources of information in order to make a binary decision. In particular, these mechanisms are studied in simple visual and auditory detection tasks as well as a Bayesian decision problem. Data from these experiments reject the idea that one integrates the relevant information from several sources prior to making a decision. Rather, one seems to form separate decisions about the information from each source and then integrate these decisions in order to select a response.     

Group information elaboration and group decision making: The role of shared task representations

Decision making groups often exchange and integrate distributed information to a lesser extent than is desirable for high-quality decisions. We propose that group members’ shared task representations play an important role in this respect, because groups are often insufficiently attuned to the task’s information elaboration requirements. Task representations emphasizing elaboration of decision-relevant information should therefore enhance decision-making performance. This should hold especially when group members realize that they share these task representations, because this realization removes psychological barriers to introducing new insights. Testing these hypotheses, we compared information elaboration and decision-making performance of control groups and groups receiving instructions emphasizing information elaboration in two experiments. Half of the experimental groups were also made to realize that they shared the elaboration instructions. As predicted, groups with task representations emphasizing information elaboration and the realization they shared these representations outperformed groups in the other conditions. This effect was mediated by information elaboration.     

Information distortion in self-other decision making

In both organizational and social arenas, individuals make decisions for themselves and for other individuals. But research in decision making has provided little input into whether or how these decisions are psychologically different. In this paper, I propose that decisions—depending on whom they are for—vary according to the extent of information distortion, such that, individuals who choose for themselves demonstrate more postdecisional distortion, yet less predecisional distortion than individuals who choose on behalf of others. To test this hypothesis, participants in an experiment made a decision between two restaurants. Attributes about each restaurant were presented sequentially, and preferences were measured following each attribute. As expected, participants who chose for themselves experienced more postdecisional distortion. However, among participants who chose on behalf of others, greater distortion of predecisional attribute information was observed. These findings shed light on the differences in self-other decision making, as well as on research concerning information distortion.     

应激对风险和社会决策的影响

应激是有机体在受到真实或者潜在的威胁刺激时所表现出来的全身性非特异性反应, 伴随着紧张和焦虑的心理体验, 交感神经系统的兴奋, 糖皮质激素分泌的增多以及脑干−边缘系统−前额叶神经环路的改变。应激对个体在风险决策行为中的风险寻求和风险回避倾向, 社会决策行为中的利己和利他倾向都会产生重要影响。策略使用异常、习惯化和自动化反应增强、反馈学习过程以及奖惩敏感性的改变是应激影响决策行为的认知基础; 应激激素的分泌, 及杏仁核、前额叶等在决策过程发挥重要作用的脑区活动的改变则为应激作用于决策行为的神经基础。未来研究应重点关注：应激的个体差异与应激对决策影响效应多样性的关系; 综合多种指标对应激进行测量; 考察应激的时序效应; 揭示个体的最佳应激水平; 加强对慢性应激影响决策以及应激对决策影响效应可逆性的研究; 揭示应激影响决策的神经机制。     

Effects of information accuracy and volume on decision making

Recent advances in information technology have resulted in increasingly complex work environments. Much of the complexity is due to a deluge of information available across networks (Gleick, 2011) and unknown reliability, which introduces additional uncertainty (Platt & Huettel, 2008). Understanding the performance characteristics of human information processing for optimal decision making under such conditions of data abundance and uncertainty is critical in complex networked information environments, such as military operations. One focus of the United States military is providing troops with the richness of information formally reserved for higher echelons (Bawden & Robinson, 2009). However, this effort risks cognitive overload, where too much information can result in impaired performance. The present study examined human decision making under varying levels of cognitive load and source reliability. Participants determined the reliability of two information sources and decided how to use them to minimize cognitive load and improve performance in a visual search task. Unbeknownst to participants, one source provided highly accurate information and one provided moderately accurate information. Results showed that participants had more trust in the more accurate than the less accurate source, and decision making accuracy decreased as cognitive load increased. When cognitive load was highest, participants were more accurate on trials with the more accurate source. Thus, the more accurate source facilitated better performance, whether through better intel or through participants offloading some of the cognitive load to the reliable source.