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  1. The robust beauty of improper linear models in decision making.Robyn M. Dawes - 1979 - American Psychologist 34 (7):571-582.
    Proper linear models are those in which predictor variables are given weights such that the resulting linear composite optimally predicts some criterion of interest; examples of proper linear models are standard regression analysis, discriminant function analysis, and ridge regression analysis. Research summarized in P. Meehl's book on clinical vs statistical prediction and research stimulated in part by that book indicate that when a numerical criterion variable is to be predicted from numerical predictor variables, proper linear models outperform clinical intuition. Improper (...)
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  • Cognitive Load During Problem Solving: Effects on Learning.John Sweller - 1988 - Cognitive Science 12 (2):257-285.
    Considerable evidence indicates that domain specific knowledge in the form of schemas is the primary factor distinguishing experts from novices in problem‐solving skill. Evidence that conventional problem‐solving activity is not effective in schema acquisition is also accumulating. It is suggested that a major reason for the ineffectiveness of problem solving as a learning device, is that the cognitive processes required by the two activities overlap insufficiently, and that conventional problem solving in the form of means‐ends analysis requires a relatively large (...)
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  • (1 other version)Homo Heuristicus: Why Biased Minds Make Better Inferences.Gerd Gigerenzer & Henry Brighton - 2009 - Topics in Cognitive Science 1 (1):107-143.
    Heuristics are efficient cognitive processes that ignore information. In contrast to the widely held view that less processing reduces accuracy, the study of heuristics shows that less information, computation, and time can in fact improve accuracy. We review the major progress made so far: the discovery of less-is-more effects; the study of the ecological rationality of heuristics, which examines in which environments a given strategy succeeds or fails, and why; an advancement from vague labels to computational models of heuristics; the (...)
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  • Dynamic systems as tools for analysing human judgement.Joachim Funke - 2001 - Thinking and Reasoning 7 (1):69 – 89.
    With the advent of computers in the experimental labs, dynamic systems have become a new tool for research on problem solving and decision making. A short review of this research is given and the main features of these systems (connectivity and dynamics) are illustrated. To allow systematic approaches to the influential variables in this area, two formal frameworks (linear structural equations and finite state automata) are presented. Besides the formal background, the article sets out how the task demands of system (...)
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  • Science and Complexity.Warren Weaver - 1948 - American Scientist 36 (536–544).
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  • Problem solving.L. R. Novick & Miriam Bassok - 2005 - In K. Holyoak & B. Morrison (eds.), The Cambridge handbook of thinking and reasoning. Cambridge, England: Cambridge University Press. pp. 321--349.
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  • Dual Space Search During Scientific Reasoning.David Klahr & Kevin Dunbar - 1988 - Cognitive Science 12 (1):1-48.
    The purpose of the two studies reported here was to develop an integrated model of the scientific reasoning process. Subjects were placed in a simulated scientific discovery context by first teaching them how to use an electronic device and then asking them to discover how a hitherto unencountered function worked. To do this task, subjects had to formulate hypotheses based on their prior knowledge, conduct experiments, and evaluate the results of their experiments. In the first study, using 20 adult subjects, (...)
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  • Instance‐based learning in dynamic decision making.Cleotilde Gonzalez, Javier F. Lerch & Christian Lebiere - 2003 - Cognitive Science 27 (4):591-635.
    This paper presents a learning theory pertinent to dynamic decision making (DDM) called instancebased learning theory (IBLT). IBLT proposes five learning mechanisms in the context of a decision‐making process: instance‐based knowledge, recognition‐based retrieval, adaptive strategies, necessity‐based choice, and feedback updates. IBLT suggests in DDM people learn with the accumulation and refinement of instances, containing the decision‐making situation, action, and utility of decisions. As decision makers interact with a dynamic task, they recognize a situation according to its similarity to past instances, (...)
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