When things go awry, we often discover that wishful thinking played a role. As we've seen, it can affect our perceptions, our interpretations of those perceptions, the inferences we draw from those interpretations, and our choices of responses. We continue now exploring how it can affect that first stage, our perceptions.
- Sunk cost effect
- The sunk cost effect makes us more likely to continue along lines where we already have investments. With respect to perceptions, it causes us to acquire more information about familiar options, as opposed to options about which we know less. Since our preferences (our wishes) often set priorities, sunk costs tend to curtail acquisition of information about options that are inconsistent with our wishes, even when those options have superior potential. Our wished-for options therefore seem superior if for no other reason than that we know more about them.
- Have you set research priorities according to what you wish were true? Have you invested in learning more about the familiar, or do you set priorities on the basis of objectively assessed potential?
- Sunk time effect
- Given the analogy between time and other finite resources, it's surprising that investigations into a "sunk time effect" have begun so recently. But evidence does suggest its existence . Having spent time investigating what we wish were true, we're more likely to continue along those lines, even when other options are more promising.
- Have you spent so much time on preferred options that you feel you have no time to examine alternatives? Was there an earlier point when you could have considered alternatives?
- Anchoring is the tendency to rely too much on information received first, compared to later arriving information. The first information sets an "anchor." It becomes the standard against which we evaluate all subsequent information. When we gather information in support of our wishes first, as is often done, our wishes can become anchors.
- Imagine how you would have evaluated later-arriving information if it had arrived earlier. Would it have had a different effect then? Would it have changed the questions you asked?
- Dunning-Kruger effect
- The Dunning-Kruger When we set learning priorities based
on our preferred approaches, we bias
our learning in favor of our preferences
and at the expense of possibly
superior alternativeseffect has several consequences. It includes the tendency of people who are less competent to overestimate their own competence, the tendency of the more competent to underestimate their own competence, and everyone's tendency to confuse confidence with competence. The least competent are often the most confident; the least confident are often the most competent. We're less likely to accept advice from cautious experts than from confident ignoramuses.
- Is the substance of the advice you receive truly all that matters? Is the manner of the advisor, whether confident or cautious, a factor in your evaluation of that advice? Is the degree of alignment between that advice and what you wanted to hear completely irrelevant?
For more about the Dunning-Kruger Effect, see "The Paradox of Confidence," Point Lookout for January 7, 2009; "How to Reject Expert Opinion: II," Point Lookout for January 4, 2012; "Devious Political Tactics: More from the Field Manual," Point Lookout for August 29, 2012; "Overconfidence at Work," Point Lookout for April 15, 2015; "Wishful Significance: II," Point Lookout for December 23, 2015; "Cognitive Biases and Influence: I," Point Lookout for July 6, 2016; and "The Paradox of Carefully Chosen Words," Point Lookout for November 16, 2016.
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More articles on Problem Solving and Creativity:
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avoid the problem, sometimes months in advance of uncovering it. Here's a technique for discovering
this kind of knowledge more systematically.
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- Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why
didn't I think of this before?" What causes these moments? How can we make them happen sooner?
- Annoyance to Asset
- Unsolicited contributions to the work of one element of a large organization, by people from another,
are often annoying to the recipients. Sometimes the contributors then feel rebuffed, insulted, or frustrated.
Toxic conflict can follow. We probably can't halt the flow of contributions, but we can convert it from
a liability to a valuable asset.
- Hill Climbing and Its Limitations
- Finding a better solution by making small adjustments to your current solution is usually a good idea.
The key word is "usually."
- When Fixing It Doesn't Fix It: I
- When complex systems misbehave, a common urge is to find any way at all to end the misbehavior. Succumbing
to that urge can be a big mistake. Here's why we succumb.
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- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
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