More Like this

1. How can geologic decision-making under uncertainty be improved?

   https://doi.org/10.5194/se-10-1469-2019  

   Wilson, Cristina G.; Bond, Clare E.; Shipley, Thomas F. (January 2019, Solid Earth)

   Abstract. In the geosciences, recent attention has been paid to the influence of uncertainty on expert decision-making. When making decisions under conditions of uncertainty, people tend to employ heuristics (rules of thumb) based on experience, relying on their prior knowledge and beliefs to intuitively guide choice. Over 50 years of decision-making research in cognitive psychology demonstrates that heuristics can lead to less-than-optimal decisions, collectively referred to as biases. For example, the availability bias occurs when people make judgments based on what is most dominant or accessible in memory; geoscientists who have spent the past several months studying strike-slip faults will have this terrain most readily available in their mind when interpreting new seismic data. Given the important social and commercial implications of many geoscience decisions, there is a need to develop effective interventions for removing or mitigating decision bias. In this paper, we outline the key insights from decision-making research about how to reduce bias and review the literature on debiasing strategies. First, we define an optimal decision, since improving decision-making requires having a standard to work towards. Next, we discuss the cognitive mechanisms underlying decision biases and describe three biases that have been shown to influence geoscientists' decision-making (availability bias, framing bias, anchoring bias). Finally, we review existing debiasing strategies that have applicability in the geosciences, with special attention given to strategies that make use of information technology and artificial intelligence (AI). We present two case studies illustrating different applications of intelligent systems for the debiasing of geoscientific decision-making, wherein debiased decision-making is an emergent property of the coordinated and integrated processing of human–AI collaborative teams. 

   more » « less
2. How can geologic decision making under uncertainty be improved?

   https://doi.org/10.5194/se-2019-70  

   Wilson, Cristina G.; Bond, Clare E.; Shipley, Thomas F. (January 2019, Solid Earth Discussions)

   Abstract. In the geosciences, recent attention has been paid to the influence of uncertainty on expert decision making. When making decisions under conditions of uncertainty, people tend to employ heuristics (rules of thumb) based on experience, relying on their prior knowledge and beliefs to intuitively guide choice. Over 50 years of decision making research in cognitive psychology demonstrates that heuristics can lead to less-than-optimal decisions, collectively referred to as biases. For example, a geologist who confidently interprets ambiguous data as representative of a familiar category form their research (e.g., strike slip faults for expert in extensional domains) is exhibiting the availability bias, which occurs when people make judgments based on what is most dominant or accessible in memory. Given the important social and commercial implications of many geoscience decisions, there is a need to develop effective interventions for removing or mitigating decision bias. In this paper, we summarize the key insights from decision making research about how to reduce bias and review the literature on debiasing strategies. First, we define an optimal decision, since improving decision making requires having a standard to work towards. Next, we discuss the cognitive mechanisms underlying decision biases and describe three biases that have been shown to influence geoscientists decision making (availability bias, framing bias, anchoring bias). Finally, we review existing debiasing strategies that have applicability in the geosciences, with special attention given to those strategies that make use of information technology and artificial intelligence (AI). We present two case studies illustrating different applications of intelligent systems for the debiasing of geoscientific decision making, where debiased decision making is an emergent property of the coordinated and integrated processing of human-AI collaborative teams. 

   more » « less
3. Assessing Common Errors Students Make When Negotiating

   Johnson E., Lucas G. (June 2019, Artificial Intelligence in Education)

   Intelligent tutoring systems have proven very effective at teaching hard skills such as math and science, but less research has examined how to teach “soft” skills such as negotiation. In this paper, we introduce an effective approach to teaching negotiation tactics. Prior work showed that students can improve through practice with intelligent negotiation agents. We extend this work by proposing general methods of assessment and feedback that could be applied to a variety of such agents. We evaluate these techniques through a human subject study. Our study demonstrates that personalized feedback improves students’ use of several foundational tactics. 

   more » « less
4. Three Challenges for AI-Assisted Decision-Making

   https://doi.org/10.1177/17456916231181102  

   Steyvers, Mark; Kumar, Aakriti (January 2023, Perspectives on Psychological Science)

   Artificial intelligence (AI) has the potential to improve human decision-making by providing decision recommendations and problem-relevant information to assist human decision-makers. However, the full realization of the potential of human–AI collaboration continues to face several challenges. First, the conditions that support complementarity (i.e., situations in which the performance of a human with AI assistance exceeds the performance of an unassisted human or the AI in isolation) must be understood. This task requires humans to be able to recognize situations in which the AI should be leveraged and to develop new AI systems that can learn to complement the human decision-maker. Second, human mental models of the AI, which contain both expectations of the AI and reliance strategies, must be accurately assessed. Third, the effects of different design choices for human-AI interaction must be understood, including both the timing of AI assistance and the amount of model information that should be presented to the human decision-maker to avoid cognitive overload and ineffective reliance strategies. In response to each of these three challenges, we present an interdisciplinary perspective based on recent empirical and theoretical findings and discuss new research directions. 

   more » « less
5. A cognitive modeling analysis of risk in sequential choice tasks

   Maime Guan, Ryan Stokes (January 2020, Judgment and decision making)

   null (Ed.)

   There are many ways to measure how people manage risk when they make decisions. A standard approach is to measure risk propensity using self-report questionnaires. An alternative approach is to use decision-making tasks that involve risk and uncertainty, and apply cognitive models of task behavior to infer parameters that measure people's risk propensity. We report the results of a within-participants experiment that used three questionnaires and four decision-making tasks. The questionnaires are the Risk Propensity Scale, the Risk Taking Index, and the Domain Specific Risk Taking Scale. The decision-making tasks are the Balloon Analogue Risk Task, the preferential choice gambling task, the optimal stopping problem, and the bandit problem. We analyze the relationships between the risk measures and cognitive parameters using Bayesian inferences about the patterns of correlation, and using a novel cognitive latent variable modeling approach. The results show that people's risk propensity is generally consistent within different conditions for each of the decision-making tasks. There is, however, little evidence that the way people manage risk generalizes across the tasks, or that it corresponds to the questionnaire measures. 

   more » « less