The Condorcet Jury Theorem, along with empirical results, establishes the accuracy of majority voting in a broad range of conditions. Here we investigate whether naïve participants (in the U.S. and...

We apply the “wisdom of the crowd” idea to human category learning, using a simple approach that combines people's categorization decisions by taking the majority decision. We first show that the aggregated crowd category learning behavior found by this method performs well, learning categories more quickly than most or all individuals for 28 previously collected datasets. We then extend the approach so that it does not require people to categorize every stimulus. We do this using a model‐based method that predicts (...) the categorization behavior people would produce for new stimuli, based on their behavior with observed stimuli, and uses the majority of these predicted decisions. We demonstrate and evaluate the model‐based approach in two case studies. In the first, we use the general recognition theory decision‐bound model of categorization (Ashby & Townsend, ) to infer each person's decision boundary for two categories of perceptual stimuli, and we use these inferences to make aggregated predictions about new stimuli. In the second, we use the generalized context model exemplar model of categorization (Nosofsky, ) to infer each person's selective attention for face stimuli, and we use these inferences to make aggregated predictions about withheld stimuli. In both case studies, we show that our method successfully predicts the category of unobserved stimuli, and we emphasize that the aggregated crowd decisions arise from psychologically interpretable processes and parameters. We conclude by discussing extensions and potential real‐world applications of the approach. (shrink)

When animals share decisions with others, they pool personal information, offset individual errors and, thereby, increase decision accuracy. This is termed ‘swarm intelligence.’ But what if those decisions involve conflicts of interest between individual decision-makers? Should animals share decisions with individuals whose goals are different from, and partially in conflict with, their own? A group decision model developed by Larissa Conradt and colleagues finds that, contrary to intuition, conflicting goals often increase both decision accuracy and the individual gains derived from (...) shared decisions. Thus, conflicts of interest, far from hampering effective decision making, can actually improve decision outcomes for all stakeholders, as long as they also have some goals in common. By contrast, conflict-free decisions shared by animals which all have the same goals are often surprisingly poor. (shrink)

Because reasoning allows us to justify our beliefs and evaluate these justifications it is central to folk epistemology. Following Sperber, and contrary to classical views, it will be argued that reasoning evolved not to complement individual cognition but as an argumentative device. This hypothesis is more consistent with the prevalence of the confirmation and disconfirmation biases. It will be suggested that these biases render the individual use of reasoning hazardous, but that when reasoning is used in its natural, argumentative, context (...) they can represent a smart way to divide labor without loosing epistemic value. (shrink)

Applying the framework of ecological rationality, the authors studied the adaptivity of group decision making. In detail, they investigated whether groups apply decision strategies conditional on their composition in terms of task‐relevant features. The authors focused on the recognition heuristic, so the task‐relevant features were the validity of the group members' recognition and knowledge, which influenced the potential performance of group strategies. Forty‐three three‐member groups performed an inference task in which they had to infer which of two German companies had (...) the higher market capitalization. Results based on the choice data support the hypothesis that groups adaptively apply the strategy that leads to the highest theoretically achievable performance. Time constraints had no effect on strategy use but did have an effect on the proportions of different types of arguments. Possible mechanisms underlying the adaptive use of recognition in group decision making are discussed. (shrink)