The Psychology of Decision-Making Strategies

You have to make both big and small decisions every day of your life. What do you want to do in breakfast? What time should you meet a friend for dinner? Which college should you go to? How many children do you want?

When some decisions are encountered, you may be tempted to turn one coin and determine the destiny of the opportunity. In most cases, we follow a particular strategy or strategy to reach a decision.

Many of the relatively minor decisions that we do every day, will not be such a horrible approach. Some complex and important decisions we have more likely to invest more time, research, effort and mental energy to the right time, research, effort and mental energy.

So how does this process work? The following are some of the major decision -making strategies that you can use.

Single feature model

This point of view involves fully connecting your decision to the same feature. For example, imagine you are buying soap. In your local super store you face a variety of options, you decide to cost your decision and buy the cheapest soap available. In this case, you ignored other variables (such as fragrance, brand, reputation, and influence) and focused on only one feature.

Additional feature model

This method involves keeping all the key features of the potential selection and then systematically reviewing each option. This approach becomes a better way when making more complex decisions.

For example, imagine you are interested in buying a new camera. You make a list of important features you want to keep the camera, then you classify every possible option from -5 to +5.

The cameras that have the main benefits can get the L ++ 5 ratings of this element, while those with major drawbacks can get -5 for this element. Once you see every option, you can then describe the results to determine which option is the highest ranking.

Eliminated by a model of sides

The elimination of the aspects was first proposed by psychologist Amos Torski in 1972. In this approach, you review a feature of each option that starts at a time, which is most important in your view. When an item fails to meet the standards you set up, you cross the item out of your option list. Your potential choice list gets smaller and smaller when you cross the items out of the list until you finally get to just one alternative.

Decision -making

The last three processes are often used in cases where decisions are straightforward, but what happens when there is a risk, confusion, or a certain amount of uncertainty? For example, imagine that you’re running late for your psychology class.

Should you drive up on time to get there on time, but the risk of getting a speeding ticket? Or should you get the DOC DOC Point to lose the speed limit, the risk of being late, and possibly the default pop quiz? In this case, you need to weigh the possibility that you may be late in the appointment of the possibility that you will get a speeding ticket.

When you make a decision in such a situation, people use two different decision -making strategies: hoverstick and represented hoverstick. Remember, a hoverstick is a thumb rule that is a thumb mental shortcut that allows people to make decisions and decisions faster.

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Availability

When we are trying to determine how much the possibility of something is likely, we often lay the foundations of how easily we can remember similar events in the past. For example, if you are trying to determine whether you should drive over the speed limit and the risk of getting a ticket, you can think how often you have seen people draw people through a police officer on a certain part of the highway.

If you can’t even think about an example immediately, you can decide to move forward and take the opportunity, because of the availability you have to decide that very few people are pulling on your particular path. If you can think of numerous examples of pulling people, you can just decide to play safe and run the recommended speed limit.

Represented heuristic

This representation is a mental shortcut that includes comparing our current situation with our prototype of a particular event or behavior. For example, when you should speed up the speed of going to your class on time, you can compare yourself to the image of someone who is more likely to get a fast ticket.

If your prototype is a careless teenager who drives a hot stick, and you are a young business woman who runs Palki, you will guess that the chances of getting a fast ticket are quite less.