Homo Heuristicus: Why Biased Minds Make Better Inferences

By Gerd Gigerenzer, Henry Brighton. 2009

1,621 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, General Decision Sciences, Safety Research, Cognitive Science & Psychology

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Citations in the corpus

Reconciling modern machine-learning practice and the classical bias–variance trade-off (2018, methodology): “1A that has been widely used to guide model selection and is even thought to describe aspects of human decision making (3).”
Configurational Models to Predict Residents’ Support for Tourism Development (2017, background): “These results verified the predictive validity of the proposed configural model (Gigerenzer and Brighton 2009; Wu et al. 2014).”
Determinants and Measurement of Climate Change Risk Perception, Worry, and Concern (2017, background): “…the phrase “heuristics and biases” has come to have a rather negative connotation, I should stress here that reliance on evolved cognitive shortcuts (“heuristics”) can often be adaptive and lead to more accurate judgments than more “rational” or deliberative processes (Gigerenzer & Brighton, 2009).”
Economic irrationality is optimal during noisy decision making (2016, background): “This calls for a broader theory of ecological rationality (39) that is bounded by neurophysiological constraints.”
Personal Reflections on Theory and Psychology (2010, background): “…account for the gambler’s fallacy, the term alludes to a higher similarity between the series of n + 1 outcomes and the underlying chance process, whereas to account for the hot-hand fallacy, it alludes to a similarity between a series of n and a new observation n + 1 (Gigerenzer & Brighton, 2009).”
Recipient design in human communication: simple heuristics or perspective taking? (2012, methodology): “We set out to investigate whether or not recipient design in human communication can be fully explained by simple “fast and frugal” heuristics (Gigerenzer and Goldstein, 1996; Gigerenzer and Todd, 1999; Gigerenzer and Brighton, 2009; Shintel and Keysar, 2009).”
The use of Web analytics for digital marketing performance measurement (2015, methodology): “…and efficient decision making than extensive analysis of past data because heuristic rules can be used to manage uncertainty more efficiently and robustly than rules based on a broader use of information (Gigerenzer & Brighton, 2009; Guercini, 2012; Guercini, La Rocca, Runfola, & Snehota, 2014).”
Transformational leadership dimensions and employee creativity in China: A cross-level analysis (2015, methodology): “We also ran a split-half validation (Gigerenzer & Brighton, 2009; Woodside, 2013) to test the robustness of the analysis.”
Heuristic decision making. (2011, positive): “This " bias-variance dilemma " helps to explicate the rationality of simple heuristics and how less can be more (Brighton & Gigerenzer 2008, Gigerenzer & Brighton 2009).”