From Biased Rationality to Distributed Cognition: Unraveling the Complexities of Human Decision-Making

Human decision-making is a complex process that has been the subject of extensive research in psychology, economics, and other fields. Traditional models of rationality assume that people make decisions based on a careful weighing of costs and benefits, with the goal of maximizing their expected utility. However, a growing body of evidence suggests that human decision-making is often biased and irrational.

Seeking Chances: From Biased Rationality to Distributed Cognition (Cognitive Systems Monographs Book 13)

by Kristen Hartbarger

4 out of 5

Language	:	English
File size	:	1872 KB
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Print length	:	192 pages

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One reason for this is that people are often limited by their cognitive abilities. We have limited attention spans, we cannot process all of the available information, and we are prone to making mistakes. These cognitive limitations can lead us to make decisions that are not in our best interests.

Another reason for biased decision-making is that our decisions are often influenced by our emotions. Emotions can cloud our judgment and lead us to make decisions that we later regret. For example, we may be more likely to make risky decisions when we are feeling fearful or anxious.

Finally, our decisions are also influenced by the social context in which we make them. The presence of other people can affect our behavior, and we may be more likely to conform to the decisions of others, even if we do not agree with them.

Distributed Cognition

In recent years, there has been a growing interest in distributed cognition, a perspective that views cognition as a distributed process that involves both the individual and the environment. Distributed cognition emphasizes the importance of the social and physical context in which decisions are made, and it takes into account the role of tools and artifacts in cognition.

Distributed cognition has been used to explain a wide range of phenomena, including:

• The way that people collaborate to solve problems
• The way that people use tools to extend their cognitive abilities
• The way that people learn from their environment

Implications for Decision-Making

The distributed cognition perspective has a number of implications for decision-making. First, it suggests that we should not view decision-making as a purely individual process. Rather, it is a process that is distributed across the individual, the environment, and the social context.

Second, the distributed cognition perspective emphasizes the importance of tools and artifacts in cognition. Tools can extend our cognitive abilities and help us to make better decisions. For example, a calculator can help us to perform complex mathematical calculations, and a GPS device can help us to navigate unfamiliar territory.

Third, the distributed cognition perspective highlights the role of the social context in decision-making. The presence of other people can affect our behavior, and we may be more likely to conform to the decisions of others, even if we do not agree with them.

The distributed cognition perspective provides a powerful framework for understanding human decision-making. It emphasizes the importance of the social and physical context in which decisions are made, and it takes into account the role of tools and artifacts in cognition. This perspective has a number of implications for decision-making, and it can help us to design better tools and environments that support decision-making.

Additional Resources:

• Distributed cognition on Wikipedia
• Distributed cognition: A review and case study in the Journal of Cognitive Systems Research
• Biased Rationality and Distributive Justice by Christina Bicchieri

Seeking Chances: From Biased Rationality to Distributed Cognition (Cognitive Systems Monographs Book 13)

by Kristen Hartbarger

4 out of 5

Language	:	English
File size	:	1872 KB
Text-to-Speech	:	Enabled
Screen Reader	:	Supported
Print length	:	192 pages

FREE