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Problem
An obstacle between a present state and a goal with no obvious solution.
Well-defined problem
Has a clear goal
Ill-defined problem
Doesn't have a clear goal or solution (e.g.
Insight problem
Solved suddenly with a flash of realization; involves restructuring.
Non-insight problem
Solved through gradual
Metcalfe & Wiebe study (insight vs. non-insight)
Showed that insight problems result in sudden solution awareness; non-insight problems show steady progress.
Functional fixedness
Tendency to see objects only in their usual functions (e.g.
Mental set
A habitual way of approaching problems based on past solutions (e.g.
Means-end analysis
Breaking a problem into subgoals to reduce the gap between current and goal state.
Source problem
The known problem used to help solve a new (target) problem.
Target problem
The new problem you're trying to solve using analogy.
Analogical paradox
People rarely use analogies spontaneously but benefit greatly from them when cued.
Three steps in analogical problem solving (Glick & Holyoak)
Noticing
Duncker's radiation problem
Illustrates difficulty in noticing analogies; mapping and applying become easier when reminded.
Surface features
Superficial details of a problem (e.g.
Structural features
Underlying relationships/principles of a problem (e.g.
Lightbulb problem (Holyoak & Koh)
Showed that analogies are more effective when structural features match
Chi et al. expert vs. novice study
Experts sort problems by deep structure; novices by surface features. Expertise helps but can limit flexibility.
Divergent thinking
Generating many creative ideas/solutions (e.g.
Convergent thinking
Narrowing ideas to find one correct solution (e.g.
Smith et al. (1993) example solutions
Viewing examples limits creativity by causing fixation.
Finke's creative cognition
Uses preinventive forms (basic shapes) to inspire novel ideas.
Incubation
Taking a break can lead to sudden insight (shown in Remote Associates Test).
Kermer coin flip study
People overestimate how bad losses will feel—poor emotion prediction.
Inductive reasoning
Drawing general conclusions from specific examples (probabilistic).
Deductive reasoning
Drawing specific conclusions from general rules (deterministic).
Inductive = probabilistic; deductive = deterministic
Inductive reasoning is likely but uncertain; deductive is logically certain if valid.
Factors affecting inductive strength
Representativeness
Availability heuristic
Events easily recalled seem more probable
Representativeness heuristic
Judging likelihood based on resemblance to a stereotype.
Base rate neglect
Ignoring statistical base rates in decision-making.
Conjunction rule
The probability of two events together cannot exceed the probability of one alone.
Confirmation bias
Seeking evidence that supports our beliefs.
Myside bias
Evaluating arguments in a way that favors our own opinions.
Expected utility theory
Decisions are made to maximize expected gain/utility.
Expected emotions
Predicted feelings about outcomes (often inaccurate).
Incidental emotions
Unrelated feelings that still influence decisions (e.g.
Syllogism
Logical argument with two premises and a conclusion.
Categorical syllogism
Uses categories (e.g.
Conditional syllogism
Uses 'if-then' statements.
Truth vs. Validity
Truth = factual accuracy; Validity = logical consistency.
Belief bias
Accepting invalid arguments because the conclusion matches our beliefs.
Mental model theory (4 steps)
Create model
Four conditional forms
Modus ponens (valid): If P then Q. P. So Q. Modus tollens (valid): If P then Q. Not Q. So not P. Invalid: If P then Q. Not P. So not Q. Invalid: If P then Q. Q. So P.
Wason selection task
Must turn over cards that could falsify the rule
Falsification principle
Test rules by trying to disprove them
Permission schema theory
We understand real-world 'if-permission-then-action' rules better than abstract ones.
Social contract theory
Evolutionary reasoning helps us detect rule violations in social exchanges.