通过可组装的计算框架探索人类决策异常中的有限理性
Yi-Long Lu1, Yang-Fan Lu2, Xiangjuan Ren3
1School of Psychological and Cognitive Sciences and Beijing Key Laboratory of Behavior and Mental Health Peking University Beijing China.
Cognitive psychology
|January 15, 2025
概括
新模型通过将认知偏见视为优化资源配置的副产品来解释非理性决策,就像花生效应一样. 这种计算框架为理解面临风险的人类行为提供了更全面的方法.
科学领域:
- 认知科学 认知科学
- 决策神经科学 决策神经科学
- 计算心理学 计算心理学
背景情况:
- 决策异常以前被视为认知缺陷.
- 最近的理论认为,这些异常源于资源理性决策,即大脑优化有限的认知资源.
- 现有的模型在范围和一致性上有局限性,无法完全解释像花生效应这样的复杂现象.
研究的目的:
- 为了扩大资源理性来解释花生效应,一个决定异常显示价值概率相互依赖.
- 开发一个灵活的计算框架,即组装资源理性模块 (ARRM),集成多种有限理性模型.
- 测试框架模拟共同环境因素的能力,并改进适合人类决策行为的能力.
主要方法:
- 开发了可组装资源合理模块 (ARRM) 计算框架.
- 集成现有的有限理性决策模型作为模块化组件.
- 测试了ARRM与不同任务范式和领域 (收益/损失) 的一个新数据集和三个已发布的数据集进行了测试.
主要成果:
- ARRM模型成功地复制了花生效应的关键特征.
- 与之前的模型相比,该框架在适应人类决策行为方面表现出了卓越的表现.
- 这种方法适应了共同的环境因素,增强了解释能力.
结论:
- 可组装资源理性模块 (ARRM) 框架为有限的理性提供了一种统一而灵活的方法.
- 这个框架有效地解释了花生效应,并提高了我们对决策异常的理解.
- 在资源合理的视角下,ARRM为模拟更广泛的决策现象开辟了新的途径.
更多相关视频
05:48The Adventures of Fundi Intervention Based on the Cognitive and Emotional Processing in Attention Deficit Hyperactive Disorder Patients
Published on: June 12, 2020
5.7K
13:04Measuring the Subjective Value of Risky and Ambiguous Options using Experimental Economics and Functional MRI Methods
Published on: September 19, 2012
12.0K
相关概念视频
Reason and Intuition
6.3K
The human brain processes information for decision-making using one of two routes: an intuitive system and a rational system (Epstein, 1994; popularized by Kahneman, 2011 as System 1 and System 2, respectively). The intuitive system is quick, impulsive, and operates with minimal effort, relying on emotions or habits to provide cues for what to do next, while the rational system is logical, analytical, deliberate, and methodical. Research in neuropsychology suggests that the...
6.3K
The Anchoring-and-Adjustment Heuristic
7.2K
In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. However, sometimes, we are swayed by biases or by others manipulating a situation. For example, let’s say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the...
7.2K
Decision Making
85
Decision-making is a fundamental cognitive process that involves evaluating alternatives and selecting among them. This process can range from simple choices, such as deciding what to wear, to complex decisions, like choosing a major in college or a career path. The complexity of the decision often dictates the approach we use, which can be broadly categorized into two types: automatic and controlled decision-making.
Automatic decision-making is fast, intuitive, and relies on gut feelings...
Automatic decision-making is fast, intuitive, and relies on gut feelings...
85
The Availability Heuristic
5.9K
A heuristic is a general problem-solving framework (Tversky & Kahneman, 1974). You can think of these as mental shortcuts that are used to solve problems. Different types of heuristics are used in different types of situations, and the impulse to use a heuristic occurs when one of five conditions is met (Pratkanis, 1989):
5.9K
Heuristics
72
Heuristics are problem-solving strategies that use mental shortcuts to simplify decision-making. Unlike algorithms, which must be followed precisely to achieve a correct result, heuristics offer a general problem-solving framework. They save time and energy but can sometimes lead to less rational decisions.
People often rely on heuristics when faced with an overload of information, limited time, low importance of the decision, limited information, or when a heuristic readily comes to mind. For...
People often rely on heuristics when faced with an overload of information, limited time, low importance of the decision, limited information, or when a heuristic readily comes to mind. For...
72
Fundamental Attribution Error
12.8K
According to some social psychologists, people tend to overemphasize internal factors as explanations—or attributions—for the behavior of other people. They tend to assume that the behavior of another person is a trait of that person, and to underestimate the power of the situation on the behavior of others. They tend to fail to recognize when the behavior of another is due to situational variables, and thus to the person’s state. This erroneous assumption is...
12.8K
