2.2b Thinking, Problem Solving, Judgments, and Decision Making: Solving Problems and Making Decisions

Executive functiond

Cognitive skills that work together, enabling us to generate, organize, plan, and implement goal-directed behavior

Algorithms

A methodical, logical rule or procedure that guarantees solving a particular problem; contrasts with the usually speedier — but also more error-prone — use of heuristics

Heuristics

A simple thinking strategy — a mental shortcut — that often allows us to make judgments and solve problems efficiently; usually speedier but also more error-prone than an algorithm

Insight

A sudden realization of a problem’s solution; contrasts with strategy-based solutions

Confirmation bias

A tendency to search for information that supports our preconceptions and to ignore or distort contradictory evidence

Fixation

In cognition, the inability to see a problem from a new perspective; an obstacle to problem solving

Mental set

A tendency to approach a problem in one particular way, often a way that has been successful in the past

Intuition

An effortless, immediate, automatic feeling or thought, as contrasted with explicit, conscious reasoning

Representativeness heuristic

Judging the likelihood of events in terms of how well they seem to represent, or match, particular prototypes; may lead us to ignore other relevant information

Availability heuristic

Judging the likelihood of events based on their availability in memory; if instances come readily to mind (perhaps because of their vividness), we presume such events are common

Overconfidence

The tendency to be more confident than correct — to overestimate the accuracy of our beliefs and judgments

Belief perseverance

The persistence of one’s initial conceptions even after the basis on which they were formed has been discredited

Framing

The way an issue is posed; how an issue is framed can significantly affect decisions and judgments

Nudge

Framing choices in a way that encourages people to make beneficial decisions

Algorithm description

Methodical rule or procedure

Algoritm powers

Guarantees solution

Algoritm perils

Requires time and effort

Heuristic description

Simple thinking shortcut, such as the availability heuristic (which estimates likelihood based on how easily events come to mind)

Heuristic powers

Lets us act quickly and efficiently

Heuristic perils

Puts us at risk for errors

Insight description

Sudden Aha! reaction

Insight powers

Provides instant realization of solution

Insight perils

May not happen

Confirmation bias description

Tendency to search for support for our own views and ignore contradictory evidence

Confirmation bias powers

Lets us quickly recognize supporting evidence

Confirmation bias perils

Hinders recognition of contradictory evidence

Fixation description

Inability to view problems from a new angle

Fixation powers

Focuses thinking

Fixation perils

Hinders creative problem solving

Intuition description

Fast, automatic feelings and thoughts

Intuition powers

Is based on our experience; huge and adaptive

Intuition perils

Can lead us to overfeel and underthink

Overconfidence description

Overestimating the accuracy of our beliefs and judgments

Overconfidence powers

Allows us to live more happily and to make decisions easily

Overconfidence perils

Puts us at risk for errors

Belief perseverance description

Ignoring evidence that contradicts our beliefs

Belief perseverance powers

Supports our enduring beliefs

Belief perseverance perils

Closes our mind to new ideas

Framing description

Wording a question or statement so that it evokes a desired response

Framing powers

Can influence others’ decisions

Framing perils

Can produce a misleading result

Creativity

Ability to innovate valuable ideas

Creativity powers

Produces new insights and products

Creativity perils

May distract from structured, routine work