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opportunity cost
facing a decision between 2 best options, what you leave on the table from choosing 1 and not the other (if you choose a, benefits you didn’t choose with b)
prioritizing convenience over $25, $25 is the opportunity cost
sunk cost
when a cost has happened in the past and cannot be changed
marginal cost
after facing a decision, starts after choosing an option, additional costs need to be less than marginal benefits in order for a decision to be worth it | additional costs that you may take on after facing a decision
marginal benefit
after facing a decision, starts after choosing an option, benefits have to outweigh costs | additional benefits that you may receive after facing a decisions
confounding variable
an influence on the dependent variable that the experimenter could not/did not control for(unexpected) economics research will almost always have a confounding variable
selection bias
drawing conclusions from data that is unrepresentative of the population being studied
availability bias
basing conclusions on vivd examples rather than the entire set
confirmation bias
tendency to interpret data in a manner that supports a pre-existing belief/bias
reporting bias
when asking questions in a survey, the people reporting might not be telling the truth
choice fatigue
inaction or unideal action resulting from too many choices
hypothetical bias
tendency to make unrealistic statements when presented with surveys and other non-binding scenarios
endowment
tendency to overprice the value of an item
game theory
studying decisions within the context of interactions with other people
perverse incentive
not a bad outcome, when the design of that incentive operates in the opposite direction of what is intended
incentives
an encouragement for someone to do something, NOT a mandate
externalities
either an unexpected or unanticipated effect of a policy or decision on an outside party