When asked to think of a 'bird', most people will think of a robin or sparrow (prototypes) rather than a penguin.

People often overestimate the risk of dying in a plane crash because these events are highly publicized and easily come to mind.

A product described as '90% fat-free' is more appealing than one described as '10% fat', even though they are the same.

Recognizing that you're stuck in a mental set can prompt you to try new approaches, leading to more creative solutions.

Encouraging participants to generate as many ideas as possible, regardless of feasibility, fosters divergent thinking and leads to innovative solutions.

Investors may hold onto losing stocks longer than they should because they don't want to admit the initial investment was a mistake.

Students use executive functions to plan study schedules, manage time during exams, and regulate their attention in class.

Showing images of happy families in commercials can prime viewers to associate the product with positive emotions.

A hiring manager might favor a candidate who fits the stereotype of a successful employee, even if other candidates are more qualified.

Recognizing biases like the gambler's fallacy helps individuals make more rational investment decisions and avoid risky behaviors.

Cause: Using algorithms. Effect: Guaranteed accurate solution, but can be slow and inefficient for complex problems.

Cause: Fixation on the typical use of an object. Effect: Inability to see alternative uses and reduced creativity.

Cause: Strong executive functions. Effect: Improved planning, organization, and regulation of thoughts and behaviors.

Cause: Exposure to a stimulus. Effect: Influenced response to a subsequent stimulus.

Cause: Easily recalled examples. Effect: Overestimation of the likelihood of events.

Cause: Applying past successful strategies. Effect: Inefficient or ineffective problem-solving in novel contexts.

Cause: Encountering new, conflicting information. Effect: Adjustment of existing schemas to incorporate new knowledge.

Cause: Prior investment of resources. Effect: Continued commitment to a failing project or decision.

Cause: Presentation of information. Effect: Altered perception and choices.

Cause: Exploration of multiple solutions. Effect: Generation of novel and valuable ideas.

Fitting new info into existing schemas.

Changing existing schemas to fit new info that doesn't quite fit.

Judging based on how well something matches our stereotypes or prototypes.

Judging based on how easily examples come to mind.

The belief that random events are influenced by past outcomes.

Continuing to invest in something because of the resources you've already put in, even if it's not rational.

Cognitive processes are how we make sense of the world, including forming concepts and making decisions.

Schemas organize our knowledge and expectations about the world, acting like scripts for how things usually go.

Heuristics are mental shortcuts that allow us to make quick decisions, but they can also lead to judgment errors.

The way information is presented (framing) can significantly change our perception and choices, even if the underlying facts are the same.

Inhibitory control allows us to suppress impulses and distractions, enabling better focus and decision-making.