Heuristics made easy: an effort-reduction framework.

By Anuj K. Shah, Daniel M. Oppenheimer. Psychological bulletin, 2008

1,038 citations recorded by the source corpus.

Subfields: Control and Systems Engineering, Management Science and Operations Research, Transportation

View Paper: https://www.semanticscholar.org/paper/03cdfdc4ed67d2c15025387b91f8faeea0758786

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In Control and Systems Engineering

In Management Science and Operations Research

In Transportation

Citations in the corpus

Legitimacy‐as‐Feeling: How Affect Leads to Vertical Legitimacy Spillovers in Transnational Governance (2014, neutral): “We theorize that the public instead relies on heuristics, mental shortcuts that guide intuitive judgment (Kahneman and Frederick, 2002; Shah and Oppenheimer, 2008), to bestow legitimacy on a TGS.”
Decision Making: Factors that Influence Decision Making, Heuristics Used, and Decision Outcomes (2010, background): “Heuristics serve as a framework in which satisfactory decisions are made quickly and with ease (Shah & Oppenheimer, 2008).”
The role of intuitive heuristics in students' thinking: Ranking chemical substances (2010, methodology): “Research on judgment and decision making suggests that the search for optimal decisions may be modeled using the weighted additive rule (Shah & Oppenheimer, 2008).”
Proxy tasks and subjective measures can be misleading in evaluating explainable AI systems (2020, background): “ey also make substantially dierent decisions depending on whether they choose to exert cognitive eort or not [12, 37].”
The expected value of control: An integrative theory of anterior cingulate cortex function (2013, neutral): “Under such circumstances, adequate control is needed to override the default response, and execute the specified task (see, e.g., Shah and Oppenheimer, 2008).”
The Interaction Effects of Online Reviews, Brand, and Price on Consumer Hotel Booking Decision Making (2020, background): “Faced with numerous cues, a consumer usually processes only a few key diagnostic cues rather than each of them to reach a decision (Häubl and Trifts 2000; Shah and Oppenheimer 2008; Tanford and Kim 2019).”
Risk, Uncertainty, and Heuristics (2014, neutral): “Contrary to a commonmisunderstanding (e.g. Kahneman& Frederick, 2002; Shah & Oppenheimer, 2008), the accuracy-effort trade-off is neither the essence of a heuristic nor does it apply to decisions under uncertainty.”
23 Ways to Nudge: A Review of Technology-Mediated Nudging in Human-Computer Interaction (2019, methodology): “In those circumstances, we apply heuristics - mental shortcuts that enable us to sub-stitute information that is unavailable, or hard to access, for a piece of readily available information that is likely to yield accurate judgments [81].”
Heuristic decision making. (2011, neutral): “Commercial retailers need to distinguish those customers who are likely to purchase again in a given time frame (active customers) from those who are not (inactive customers).”