Fast and frugal heuristics: The tools of bounded rationality

By Gerd Gigerenzer. 2004

494 citations recorded by the source corpus.

Subfields: General Decision Sciences, Management of Technology and Innovation, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/6a836b5541bbda328cf5bbc82ceb461284996efe

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In General Decision Sciences

In Management of Technology and Innovation

In Management Science and Operations Research

Citations in the corpus

Questions and challenges for the new psychology of reasoning (2012, background): “A similar ambiguity arises with Gigerenzer’s fast and frugal heuristic programme (Gigerenzer, 2004) which I have recently discussed (Evans, 2010b, Ch. 4).”
Why Heuristics Work (2008, background): “Finally, the puzzle of cognitive biases has begun tomake sense from the perspective of the adaptive toolbox (Gigerenzer, 2004).”
How Gullible are We? A Review of the Evidence from Psychology and Social Science (2017, background): “Instead I will try to make a case that people are equipped with a set of mechanisms of epistemic vigilance that are, on the whole, well adapted to the environment they evolved in (see, e.g., Tooby & Cosmides, 1992) or, in other words, that are ecologically rational (see, e.g., Gigerenzer, 2007).”
Intuition in Judgment and Decision Making: Extensive Thinking Without Effort (2010, background): “These and corresponding results were interpreted as strong corroborations of the key assumptions of the bounded rationality approach and its offspring the multiple strategy approach to judgment and decision making (e.g., Gigerenzer, 2004; Gigerenzer & Selten, 2001; Payne, Bettman, & Johnson, 1993).”
The Priority Heuristic: Making Choices Without Trade-Offs (2006, methodology): “The sequential nature of the priority heuristic is exactly the same as that assumed in heuristics such as Take The Best, Take The Last, and fast and frugal trees (Gigerenzer, 2004).”
They Might Be a Liar But They’re My Liar: Source Evaluation and the Prevalence of Misinformation (2019, result): “This is in accordance with the tallying heuristic where people count the number of arguments (for example, pros and cons), and disregard the relative importance of each argument (Bonnefon, Dubois, Fargier, & Leblois, 2008; Gigerenzer, 2004).”
Ambiguity and its coping mechanisms in supply chains lessons from the Covid-19 pandemic and natural disasters (2020, background): “Using heuristics is often an intuitive and frugal way of making decisions (Gigerenzer, 2004), which under normal situations can work to cope with ambiguity but under a disruptive context such mental shortcuts can undermine organisational coping strategies.”