Hockenbury Discovering Psychology 5th txtbk

Solving Problems and Making Decisions285stake. When a decision is important or complex, we’re more likely to invest time,effort, and other resources in considering different options.The decision-making process becomes complicated when each option involvesthe consideration of several features. It’s rare that one alternative is superior in everycategory. So, what do you do when each alternative has pros and cons? In thissection, we’ll describe three common decision-making strategies.The Single-Feature ModelOne decision-making strategy is called the single-feature model. In order to simplifythe choice among many alternatives, you base your decision on a single feature.When the decision is a minor one, the single-feature model can be a good decisionmakingstrategy. For example, faced with an entire supermarket aisle of laundrydetergents, you could simplify your decision by deciding to buy the cheapest brand.When a decision is important or complex, however, making decisions on the basisof a single feature can increase the riskiness of the decision.The Additive ModelA better strategy for complex decisions is to systematically evaluate the important featuresof each alternative. One such decision-making model is called the additive model.In this model, you first generate a list of the factors that are most important toyou. Then, you rate each alternative on each factor using an arbitrary scale, such as5 to 5. If a particular factor has strong advantages or appeal, you give it the maximumrating (5). If a particular factor has strong drawbacks or disadvantages, yougive it the minimum rating (5). Finally, you add up the ratings for each alternative.This strategy can often reveal the best overall choice. If the decision involves asituation in which some factors are more important than others, you can emphasizethe more important factors by multiplying the rating.Taking the time to apply the additive model to important decisions can greatlyimprove your decision making. By allowing you to evaluate the features of onealternative at a time, then comparing the alternatives, the additive model provides alogical strategy for identifying the most acceptable choice from a range of possibledecisions. Although we seldom formally calculate the subjective value of individualfeatures for different options, we often informally use the additive model by comparingtwo choices feature by feature. The alternative with the “best” collection offeatures is then selected.The Elimination by Aspects ModelPsychologist Amos Tversky (1972) proposed another decision-making model calledthe elimination by aspects model. Using this model, you evaluate all the alternativesone characteristic at a time, typically starting with the feature you consider mostimportant. If a particular alternative fails to meet that criterion, you scratch it offyour list of possible choices, even if it possesses other desirable attributes. As therange of possible choices is narrowed down, you continue to compare the remainingalternatives, one feature at a time, until just one alternative is left.For example, suppose you want to buy a new computer. You might initially eliminateall the models that aren’t powerful enough to run the software you need touse, then the models outside your budget, and so forth. Continuing in this fashion,you would progressively narrow down the range of possible choices to the onechoice that satisfies all your criteria.Good decision makers adapt their strategy to the demands of the specific situation.If there are just a few choices and features to compare, people tend to use theadditive method, at least informally. However, when the decision is complex, involvingthe comparison of many choices that have multiple features, people often useboth strategies. That is, we usually begin by focusing on the critical features, usingthe elimination by aspects strategy to quickly narrow down the range of acceptablechoices. Once we have narrowed the list of choices down to a more manageableshort list, we tend to use the additive model to make a final decision.Problem 1Problem 2Pour the water in glass number2 into glass number 5.The man is a minister.Solutions to the Problems in Figure 7.3© The New Yorker Collection. Cartoonbank.com.All rights reserved.functional fixednessThe tendency to view objects as functioningonly in their usual or customary way.mental setThe tendency to persist in solving problemswith solutions that have worked in the past.