How does causal interpretation enhance bias in you mind? - Chapter 17
A key principle of skill training is that rewarding improvement works better than punishing mistakes. An experienced instructor doubted this, he stated that his students performed worse after receiving a compliment and did better after being shouted at. He was right and wrong. A praised performance is likely to be followed by a poor performance and punishment is normally followed by an improved performance. The conclusion he had drawn about the efficacy of punishment and reward was wrong. His observation is known as ‘regression to the mean’, which was due to random fluctuations in the performance quality. He praised only a student who performed much better than average, but that one performance was just a case of luck, which is why his next performance was of lower quality. The praise did not cause the poor performance. The mistake of the instructor was attaching a causal interpretation to random fluctuations.
Imagine two golf players competing in a tournament. One had a great performance on the first day, which makes you think he is more talented than the average competitor and that he had better luck than others. The other player performed poorly, so he must be less talented and unlucky. If you had to guess their scores on the second day, you would predict that the first player will score above average (he is still more talented) and the other player below average. Luck can change and is not predictable, so you expect it will be average. Conclusion: player 1 will perform well, but not as good as on the first day as he won’t be that lucky again and player 2 will perform below average but better than on the first day, as he won’t be that unlucky again. The difference between both players will shrink. The answer is that the performance on the second day will be more moderate: closer to the average than to the scores on the first day. This is another example of regression to the mean.
A famous example is the ‘Sports Illustrated jinx”. After gracing the cover of this magazine, a sportsperson is expected to perform worse in the next season. This is often explained by increased pressure or overconfidence. However, it is easier than that: a sportsperson that makes it on the cover has performed extremely well in the last season, most likely with the help of good luck and luck fluctuates.
Conclusion: the difference between a first and a second performance does not need a causal explanation, it is a mathematically consequence of luck.
The notion of regression to the mean was introduced by Sir Galton, in the late 19th century. He compared the height of children to the height of their parents and found that the size of the children was not similar to that of their parents but was more mediocre. Large parents: children were smaller, very small parents: children are larger. The study also demonstrated that the mean regression towards mediocrity was proportional to the parental deviation from it. Galton was surprised by the results, but regression effects are very common.
The ‘correlation coefficient’ between two measures is a measure of the relative weight of the shared factors and varies between 0 and 1. Regression and correlation are different perspectives on the same concept. An imperfect correlation between two scores means that there will be regression to the mean. The concept of regression is difficult, because our mind cannot handle mere statistics very well, it is biased towards causal explanations. Associative memory starts looking for a cause when an event caught our attention. This is problematic when regression to the mean is detected, because that does not have a cause. Both System 1 and System 2 struggle with regression. While System 1 searches for causal interpretations, System 2 finds the relation between regression and correlation hard to understand.
Imagine reading the headline “Depressed minors treated with ice cream improve significantly over a two-month-period”. While this is made up, it is true: if a group of depressed minors is treated with ice cream for months, they will show improvement. But depressed minors who spend 15 minutes a day walking backwards or petting a rabbit will also improve. Many readers will automatically draw the conclusion that ice cream or rabbit petting caused the improvement, which is unjustified. Depressed minors are an extreme group and extreme groups eventually regress to the mean. Depressed minors will improve over time, even without the ice cream and rabbits. Not only readers of newspapers are prone to wrong causal interpretations of regression effects, even researchers make this mistake. In order to prove whether a treatment is effective, a group of patients receiving the treatment must be compared to a control group (not receiving treatment or a placebo). The control group will improve by merely regression, will the treatment-group improve more than can be explained by regression?
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Summary of Thinking, Fast and Slow by Kahneman - 1st edition - bundle
- What is the book 'Thinking, fast and slow' by Kahneman about?
- What distinguishes fast and slow thinking? - Chapter 1
- How do fast and slow thinking deal with effortful tasks? - Chapter 2
- How does the 'lazy control' of slow thinking work? - Chapter 3
- How does the 'associative machinery' of fast thinking work? - Chapter 4
- When is your mind at ease? - Chapter 5
- How does your mind deal with surprises? - Chapter 6
- Why do people so often jump to conclusions? - Chapter 7
- How are your judgments formed? – Chapter 8
- How do you generate an intuitive opinion on a complex problem? – Chapter 9
- When should researchers be more suspicious of their statistical intuitions? – Chapter 10
- How do unknown quantities enhance bias in your mind? – Chapter 11
- How do unknown frequencies enhance bias in your mind? – Chapter 12
- How do risk and availability enhance bias in your mind? - Chapter 13
- How do you prevent false intuitive judgement? - Chapter 14
- How is fallacy formed in you mind? - Chapter 15
- How does causally connected storytelling enhance bias in you mind? - Chapter 16
- How does causal interpretation enhance bias in you mind? - Chapter 17
- How can you tame and correct your intuitive predictions? - Chapter 18
- Why is every success story you read or hear often wrong? - Chapter 19
- How does the illusion of validity make you overconfident in your ability to predict the future? - Chapter 20
- How can you use statistics to correct intuitions? - Chapter 21
- When do your judgments reflect true expertise? – Chapter 22
- What is the importance of the 'outside view' versus the 'inside view' for your judgements? – Chapter 23
- What is the best remedy for overconfident optimism? – Chapter 24
- How does your valuing relate with actual value? – Chapter 25
- Why is 'Prospect theory' better than 'Utility theory' in understanding the evaluation of financial outcomes? – Chapter 26
- Why is 'Prospect theory' better than 'Utility theory' in understanding the endowment effect of valuing valuables? – Chapter 27
- How is your decision-making affected by avoiding a loss and achieving a gain? – Chapter 28
- How is your decision-making affected by the value you attribute to losses, gains and wealth? – Chapter 29
- How is your decision-making affected by rare events? – Chapter 30
- How can you remedy the exaggerated caution evoked by loss aversion and the exaggerated optimism of the planning fallacy? – Chapter 31
- How do you keep mental account of gains, losses and regret? – Chapter 32
- When do preference reversals occur? - Chapter 33
- How is your decision-making affected by words that induce emotion? - Chapter 34
- How can our memory affect our judgments of experiences? - Chapter 35
- How does our memory affect our choices? - Chapter 36
- What does research about experienced well-being learn us? – Chapter 37
- How does your thinking affect your experience of happiness? – Chapter 38
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Summary of Thinking, Fast and Slow by Kahneman - 1st edition - bundle
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- Book title: Thinking, Fast and Slow
- Author: Kahneman
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