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Related Concept Videos

Blinding01:11

Blinding

Blinding is a commonly used method of not telling participants which treatment a subject is receiving. Blinding is a critical part of a randomized control trial or RCT. It reduces the bias that affects the results. In an RCT, blinding is used in the form of a placebo. A placebo effect occurs when untreated subjects falsely believe they have received the treatment and report improved symptoms. A placebo or a dummy treatment is administered to subjects to negate the bias caused by such an effect.
Blind Procedures02:07

Blind Procedures

Ideally, the people who observe and record the children’s behavior are unaware of who was assigned to the experimental or control group, in order to control for experimenter bias. Experimenter bias refers to the possibility that a researcher’s expectations might skew the results of the study. Remember, conducting an experiment requires a lot of planning, and the people involved in the research project have a vested interest in supporting their hypotheses. If the observers knew which child was...
Confirmation Biases01:31

Confirmation Biases

The confirmation bias is the tendency to focus on information that confirms our existing beliefs and ignore information that is inconsistent with our expectations. For example, if you think that your professor is not very nice, you notice all of the instances of rude behavior exhibited by the professor while ignoring the countless pleasant interactions he is involved in on a daily basis. Have you ever fallen prey to the confirmation bias, either as the source or target of such bias?
Groupthink01:34

Groupthink

When in group settings, we are often influenced by the thoughts, feelings, and behaviors around us. Groupthink is another phenomenon of conformity where modification of the opinions of members in a group aligns with what they believe is the group consensus (Janis, 1972). In such situations, the group often takes action that individuals would not perform outside the group setting because groups make more extreme decisions than individuals do. Moreover, groupthink can hinder opposing trains of...
Decision Making: P-value Method01:09

Decision Making: P-value Method

The process of hypothesis testing based on the P-value method includes calculating the P- value using the sample data and interpreting it.
First, a specific claim about the population parameter is proposed. The claim is based on the research question and is stated in a simple form. Further, an opposing statement to the claim  is also stated. These statements can act as null and alternative hypotheses:  a null hypothesis would be a neutral statement while the alternative hypothesis can have a...
Hindsight Biases01:12

Hindsight Biases

Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Can you relate this to the phrase "Hindsight is 20/20" now?

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Related Experiment Video

Updated: May 23, 2026

A Method for Investigating Change Blindness in Pigeons (Columba Livia)
06:14

A Method for Investigating Change Blindness in Pigeons (Columba Livia)

Published on: September 7, 2018

Turning a blind eye to value.

F Randy Vogenberg

    Biotechnology Healthcare
    |April 6, 2012
    PubMed
    Summary
    This summary is machine-generated.

    Employers seek value in employee benefit design but often do not achieve it. This study explores the disconnect between employer expectations and the delivered value in benefits.

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    Published on: May 24, 2019

    Area of Science:

    • Health Economics
    • Employee Benefits Management
    • Organizational Psychology

    Background:

    • Employers are increasingly focused on maximizing return on investment for employee benefits.
    • Traditional benefit designs may not align with evolving workforce needs or strategic business goals.
    • A gap exists between the perceived value and the actual value delivered by employee benefit programs.

    Purpose of the Study:

    • To investigate the reasons why employers do not achieve desired value in employee benefit design.
    • To identify key factors influencing the effectiveness and perceived value of benefits.
    • To provide insights for optimizing benefit strategies to better meet employer objectives.

    Main Methods:

    • Qualitative analysis of employer surveys and interviews regarding benefit design.
    • Quantitative assessment of benefit utilization and cost-effectiveness data.
    • Comparative analysis of different benefit plan structures and their outcomes.

    Main Results:

    • Benefit designs often lack strategic alignment with core business objectives.
    • Communication and understanding of benefit value are frequently inadequate for employees.
    • Administrative complexities and vendor management can detract from overall value.

    Conclusions:

    • Achieving value in benefit design requires a strategic, data-driven approach.
    • Enhanced communication and employee engagement are crucial for realizing benefit value.
    • Future benefit strategies should prioritize flexibility, personalization, and measurable outcomes.