Pitfalls and Limitations of Decision Making Essay Sample

8 August 2017

‘People rely on a limited figure of heuristic rules which cut down the complex undertakings of measuring chances and foretelling values to simpler judgmental operations. ’ ( Kahneman et. Al. 1974 ) Heuristics are cognitive cutoffs or ‘rules of thumb’ used to simplify the determination devising procedure. Heuristics consequence in good determinations and their chief plus is that they save clip. Most of the heuristics are used by people with specific cognitive manners of job resolution. However. heuristics can do prejudices and systematic mistakes when they fail. Whilst doing determinations. people are typically incognizant of the heuristics and prejudices and when or in what cases they should be used. There are many prejudices in the usage of heuristics but some of the most common include ; 1 ) Handiness

2 ) Adjustment and Anchoring
3 ) Representativeness
4 ) Motivational

1 ) Handiness
‘There are state of affairss in which people assess the frequence of a category or the chance of an event by the easiness with which cases or happenings can be brought to mind’ ( Kahneman et. Al. 1974 ) Handiness can be described as the inability to accurately measure the chance of a peculiar event go oning. The most common factor here is experience. Appraisals based on past experience may non be representative e. g. one may measure the chance of a new local fish store in the Letterkenny country. neglecting. by conceive ofing the assorted jobs in may meet. The structured reappraisal and analysis of nonsubjective informations can cut down handiness prejudice. 2 ) Adjustment and Anchoring

‘In many state of affairss. people make estimations by get downing from an initial value that is adjusted to give the concluding answer’ ( Kahneman et. Al. 1974 ) The bulk of subjectively derived chance distributions are excessively narrow and fail to gauge the true discrepancy of the event and possibly the best manner to get the better of this is to measure a set of values. instead than merely the mean. ( I. e. grounding ) 3 ) Representativeness

This is the procedure by which an effort to set up the chance that a individual or object belongs to a peculiar group or category. based on the grade to which the features of that person/object fits into the stereotyped perceptual experience of members of that group or category. In the answering of these inquiries. people by and large focus on the similarities with the several person/object versus the stereotyped perceptual experience. The closer the similarity between the two. so there is a high chance that the several person/object belongs to a peculiar category. An illustration from ( Kahneman. 1974 ) shows how representativeness may take topographic point ; Q: How do people measure the chance that Steve is engaged in a peculiar business from a list of possibilities ( e. g. husbandman. salesman. air hose pilot. librarian or doctor ) ? ‘Steve is a really diffident and withdrawn. constantly helpful. but with small involvement in people. or in the universe of world. A meek and tidy psyche. he has a demand for order and construction. and a passion for detail’ . A: In the representativeness heuristic. the chance that Steve is a Librarian. for illustration. is assessed by the grade to which he is representative of. or similar to. the stereotype of a librarian. Motivational

This is the instance when chance estimations are frequently influenced by inducements and hence. the estimations do non accurately reflect people’s true beliefs. These inducements can be existent or perceived.

Linked Decisions and there complexness
Linked determinations are determinations made today which creates new determinations to be made in the hereafter. There are no clip limits on linked determinations and they can be proceedingss. months. old ages even decennaries in front. In footings of doing linked determinations. to take the right pick now. you must believe and analyse about determinations in the hereafter. Therefore future planning is a monolithic component. every bit good as understanding the relationship between the determinations made now and in the hereafter. ‘Future determinations are made after the effects of a basic determination become known. They are linked because the options that will be available in the future depend on the pick made now. The kernel of doing smart linked determinations is be aftering in front. ’ ( Hammond et. Al. 2002 ) Harmonizing to ( Hammond et. Al. 2002 ) there are six stairss you must follow to analyse coupled determinations ; 1 ) Understand the basic determination job

Here the elements of the ‘Eight keys to effectual determination making’ must be address to give a greater position of the determination. Aims should be decided upon. effects must be understood and uncertainnesss should be clarified with the chief 1s highlighted. 2 ) Identify ways to cut down critical uncertainnesss

For each of the chief uncertainnesss. there should be research around each several country until relevant information is discovered which will cut down or decide uncertainnesss and hence better your determination. 3 ) Identify future determinations linked to the basic determination Here future determinations must be recognised. The inquiry needs to be asked. what determinations would of course follow from each determination in the basic determination. E. g. if option A fails. so will I abandon the undertaking or will I continue with option B?

4 ) Understand relationships in Linked Decisions
Possibly the most effectual manner to make this is to build a determination tree is to stand for the links between picks and learned information in the sequence. The tree should the basic information environing the tree. any of import information sing the determination and future determinations that may impact the current determination. 5 ) Decide what to make in the basic determination

‘Roll back’ your determination tree whilst doing determinations on what picks you make at certain points on the tree. Correspondingly. natural out the alternate subdivisions which you decide non to utilize. Then a determination must be made on which the best option or path to take is based on your diagram and computations. 6 ) Dainty ulterior determinations as new determination jobs

Take advantage of new cognition. a alteration in fortunes or the transition of clip in order to heighten your apprehension of a new determination job or to better your current state of affairs. Psychological Traps

Harmonizing to ( Hammond et. Al. 2002 ) the eight most common and serious mistakes which occur in determination devising are as follows: 1. Working on the incorrect job
2. Failing to place
3. Failing to develop a scope of good. originative options 4. Overlooking important effects of your options
5. Giving unequal thought to tradeoffs
6. Ignoring uncertainness
7. Failing to account for your hazard tolerance
8. Failing to be after in front when determinations are linked over clip

By familiarizing yourself with the common psychological traps involved in determination devising and the diverse signifier they take. people are in a better place to guarantee determinations are reliable and consistent. The following are 3 illustrations of different types of traps: Psychological traps: | How? | How to reduce/avoid these traps? | The Anchoring Trap| The head gives disproportional weight to the first information it receives i. e. ‘anchors’ subsequent ideas which influences future determinations in some manner. E. G is the population of Ireland 5 million? What’s your best estimation of Ireland’s population? ( Second inquiry influenced by first ) | 1 ) Be open- minded 2 ) Position job from different positions 3 ) Analyze the job on your 4 ) Research around the country in relation to the determination. | The Status Quo Trap| When determination devising is influenced towards the current state of affairs ( position quo ) . normally in a subconscious attempt to support our self-importance from failure. The position quo is the “safe and sound” option. | 1 ) Remember the aims and analyze how they would be served by the position quo 2 ) Identify other options and compare with position quo 3 ) Avoid hyperbole in the attempt or cost involved in exchanging from position quo. | The Sunk Cost Trap| Based on past experience. Opinions foremost in our heads when doing determinations and frequently lead us to do inappropriate determinations. | 1 ) Seek positions of people who weren’t involved in earlier determinations 2 ) Acknowledge errors made in the past 3 ) Choose antecedently involved persons to do new determinations. |


Kahneman. D. And Tversky. A. ( 1974 ) Judgement under Uncertainty: Heuristics and Biases. Science. Vol. 185. No. 4157. p1124-1131.

Hammond. J. . Keeney. R. . & A ; Raiffa. H. ( 2002 ) . Smart Choices – Chapter 9.

Hammond. J. . Keeney. R. . & A ; Raiffa. H. ( 2002 ) . Smart Choices – Chapter 10

Originally after run intoing with the group. I was assigned the portion of finishing the ‘group determination making’ country of the undertaking in correlativity with Shane. But. after researching and look intoing that country we found that possibly that portion was more suitable to one person and so when the group met once more. it was decided that I would look at the ‘pitfalls of determination making’ . After some research. I discovered it was an country with a batch of information and decided I would seek an incorporate what I felt was the most of import booby traps. instead than concentrating on merely one country. First. I looked at the country of heuristics and prejudices. Using the category notes I touched on the assorted chief types of prejudices involved in determination devising. I tried to endorse up my points with quotation marks from the Kahneman’s and Tversky’s press release on ‘Judgement under Uncertainty. which was portion of the compulsory reading environing subject 1. I so touched on Linked Decisions and tried to emphasize the complexness of them. I felt it was of import to do note of the 6 stairss in analysing linked determinations ; I got a batch of information to seek back up my points once more through the ‘Smart Choices’ Handout. Finally I talked approximately psychological traps. how they happen and what are the best ways in which to turn to them.

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