In the current paper, we articulate a theory to explain the phenomenology of mental effort. The theory provides a working definition of mental effort, explains in what sense mental effort is a limited resource, and specifies the factors that determine whether or not mental effort is experienced as aversive. The core of our theory is the conjecture that the sense of effort is the output of a cost-benefit analysis. This cost-benefit analysis employs heuristics to weigh the current and anticipated costs (...) of mental effort for a particular activity against the anticipated benefits. This provides a basis for spelling out testable predictions to structure future research on the phenomenology of mental effort. (shrink)

Does the most common response given by participants presented with Tversky and Kahneman’s famous taxi cab problem amount to a violation of Bayes’ theorem? In other words, do they fall victim to so-called base-rate fallacy? In the present paper, following an earlier suggestion by Crupi and Girotto, we will identify the logical arguments underlying both the original diagnosis of irrationality in this reasoning task under uncertainty and a number of objections that have been raised against such a diagnosis. This will (...) enable us to show firstly that, contrary to the dismissive arguments recently put forward by Elqayam and Evans, empirical evidence turns out to be quite useful in addressing questions of this kind. Therefore, it can make a significant contribution to moving the base-rate fallacy controversy forward. Secondly, the available empirical evidence (though limited and sometimes inconclusive) seems to support the charge of irrationality levelled against the majority of participants presented with the taxi cab problem, and hence suggests that base-rate neglect is a real fallacy − that is the conclusion of our analysis. (shrink)

Organizations have become essential institutions that facilitate the vital coordination and cooperation necessary to create value across societies. Recent research within moral psychology and behavioral ethics indicates that emotions play a pivotal role in promoting ethical decision making. The theory developed here maintains that most organizations retain norms that disfavor the experience and expression of many strong emotions while at work. This dynamic inhibits individual’s ability to generate moral intuitions and reason about ethical issues they encounter. This occurs as individuals (...) utilize specific emotion regulation mechanisms that stifle the experience and expression of emotion in organizational decision making. Over time, individuals fail to register emotion within organizational decision processes, which increases the prevalence of amoral decision making. Organizational emotion norms also influence the chronic accessibility of specific moral foundations that effect the contents of both moral intuitions that do occur, as well as deliberate reasoning that generates moral judgments. (shrink)

ABSTRACTNew trends in behavioral decision research see researchers attempting to integrate multiple-self models of behavioral economics with dual-process and dual-system theories of cognitive psych...