452 Cognitive Design

Cognitive Psychology

Design Thinking

Behavioral Economics

IDEO design methodology

Divergent / Convergent thinking

Prototyping

Brainstorming

Procedural justice (how fair was the process regardless of the outcome?)

3. Short-term Emotion (attain distance)

  • 10 min / 10 month / 10 year rule ... how will you feel?

2. Confirmation Bias (reality-test)

  • Consider the opposite (seek disagreement)
  • Zoom out, zoom in
  • Small experiments (ooch)

4. Overconfidence (prepare to be wrong)

  • Planning fallacy
  • Seeing the future in scenarios
  • Pre-mortem
  • Setting tripwires

1. Narrow Framing (widen options)

  • Vanishing options test (what if current option goes away?)
  • Multi-tracking (considering multiple options simultaneously)
  • Prevention / promotion mindsets

Intuition vs Formulas/Algorithms -- intuition is about pattern recognition, but we can get "misled" by experts ... tend to favor our gut over statistical information

Nudges

6 Influence Tactics:

  • Liking
  • Reciprocity
  • Social proof
  • Consistency
  • Authority
  • Scarcity

Choice Architecture: a way of organizing content in a way that influence how people make decisions

System 1 (automatic/fast) vs System 2 (deliberate, slow)

Self control / will power

Anchoring

Priming

Availability heuristic

Decision fatigue

Cognitive ease (familiar/less effort = believe to be true)

Humans typically operate S1 similarly, but intelligence begins to play a role in S2 (different)

For collective good

Two requirements: best interest test & freedom test
(alters behavior without restricting choice)

Mindless (S1) vs mindful (S2)

Ladder of Inference (interpreting facts into own conclusions)

Loss aversion

Executive functions (inhibition, working memory, cognitive flexibility)

Framing reversal

Cognitive Repairs (enables optimum brain functioning ... simple, familiar, individual, top-down)

Decision readiness -- when S2 is capable of performing functions

Ways to improve bias:

  • Improve person (educ)
  • Improve environment

FOUR VILLIANS OF DECISION-MAKING