Bounded awareness & bounded rationality

17 important questions on Bounded awareness & bounded rationality

What is meant with bounded rationality?

Bounded rationality is the idea that rationality is limited when individuals make decisions. Bounded rationality is rationality of a person in decision making taking into account the limited availability of information, cognitive impairments and the limited time to make a decision.
  • We only use a subset of information that is available to us
  • We often use this information insufficiently, incorrectly, or in a biased way
  • We solve a simplified version of the problem at hand
  • We don't optimize but 'satisfice'

Why are awareness and attention related to bounded rationality?

Information enters our brain via our senses. The brain's capacity for processing information is limited. Many things that reach our eyes, nose, ears, etc never make it into our brain's working memory. To reach the brain's working memory, information needs to be attended to.

What is meant with bottom-up and top-down processes?

Bottom-up processing is when the environment influences our thinking.
Top-down processing is when our thinking influence how we see (understand/perceive) the environment. What we expect and hope to see.
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What types of information acquisition and processing are there?

  • Selective attention
  • Status quo bias
  • Serial positioning
  • Sunk cost fallacy
  • Anchoring
  • Availability heuristic
  • Presentation formats
  • Pattern recognition
  • Menu effect
  • Motivated reasoning
  • Halo effect
  • Hindsight bias
  • Representativeness
  • Overconfidence
  • Decision myopia
  • Escalation of commitment
  • Language effect
  • Confirmation bias

What are presentation formats?

How information is presented is what users pay attention to.

What is serial positioning?

The order in which items are presented affects how much attention/weight they receive.
  • Primacy effect: the first item in a list gets more attention/weight. It sets the stage and acts like an anchor.
  • Recency effect: the last/most recent items in a list gets more attention/weight. They occupy working memory when a judgment or decision is made.

What are menu effects?

  • Choice depend on available alternatives.
  • The decoy effect (Ariely, 2008): this is a phenomenon whereby customers change their preference when a third option is presented - the ''decoy" - that is asymmetrically dominated.

What are language effects?

- Readability: length of sentences, complex words, passive verbs, wordy phrases
- Jargon
- Sentiment
- Textual analysis
  • Fog index = 0.4*(average number of words per sentence + percentage of words with more than two syllables)   

What is the availability heuristic?

When things that come to mind easier are judged to be more likely, frequent, probable etc. These things are judged to be more  important, likely, or common. Availability relates to accessibility:
  • How easily something comes to mind
  • Perceptions and intuitions come to mind effortlessly

What is pattern recognition?

Our brains see pattern everywhere. We are focussed on cause-effect stories: chance and randomness are easily overlooked.
  • Survivorship fallacy: the mistaken belief that because someone or something survives it must necessarily be better of have some specific unique characteristics.
  • The Matthew effect:  the social phenomenon often linked to the idea that the rich get richer and the poor get poorer. In essence, this refers to a common concept that those who already have status are often placed in situations where they gain more, and those that do not have status typically struggle to achieve more.

What is motivated reasoning?

Developing stories or rationalizations that enable you to ignore or discredit disconfirming evidence such that you can hold on your existing beliefs or arrive at preferred decision outcomes.

What is decision myopia?

  • 'Bounded awareness': the phenomenon in which individuals do not 'see' accessible and perceivable information during the decision-making process, while 'seeing' other equally accessible and perceivable information; as a result, useful information remains out of focus for the decision-maker. 
  • Answering a question using your “System 1” instead of your “System 2”

What is the status quo bias?

  • The tendency to maintain the current situation
  • Omission/Commission bias: the tendency to favor an act of omission (inaction) over one of commission (action). Acting feel worse than not acting, even if the outcomes are the same.
  • Regret aversion: the tendency to avoid taking actions we might regret.

What is the sunk cost fallacy?

When people justify increased investment based on prior investment (sunk costs), despite new evidence that the cost, of continuing outweighs the expected benefit.

What is/are the (normative) benchmark(s) against which the judgment(s) or decision(s) are compared?

In this study, the normative benchmark that is compared against the language choice is the measure of readability that is based on SEC suggestions. With other words, when a disclosure of a firm have features that are based on SEC suggestions, the readability of their disclosure is improved. This measure is calculated as [(Passive Voice + Hidden Verbs + Superfluous words + Negations + Complex Synonyms – Personal Pronouns)*10]/[number of words/average words per sentence] (Asay, Libby & Rennekamp, 2018).

What is/are the judgment(s) or decision(s) that are studied in this paper?

The decision that is studied is managers’ decision making about resource allocation tasks in which managers need to find the allocation which maximizes profit. This paper investigates managers’ judgments about the use of color coding in performance reports in noisy environments. Noisy environments are environments in which feedback about decision accuracy is affected by factors outside managers’ control.

What is/are the (normative) benchmark(s) against which the judgment(s) or decision(s) are compared?

The effect of color coding is investigated by looking at managers who receive reports in which increases in performance compared to the previous period are colored in green and decreases are colored in red compared to managers who receive feedback that is not color coded.

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