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Neuroscience



           Steady State Ready State:
            Cognition, Decision and
                   Behaviour
                   B h i
           CPD for L&D professionals


#CIPDLRN           © Dr Adrian Banks – 2013 RapidBI|CIPD
Mike Morrison
RapidBI.com
R idBI




    © Dr Adrian Banks – 2013 RapidBI|CIPD
                                            #CIPDLRN
Today's Speakers
        y    p
John McGurk
Adviser: Learning and Talent Development
CIPD



            Dr Adrian B k
            D Ad i Banks
            School of Psychology
            University of S
            U i    it f Surrey




                   © Dr Adrian Banks – 2013 RapidBI|CIPD
                                                           #CIPDLRN
Q A

 Martin Couzins     Type question here


        Editor
   Learnpatch.com
    Q&A Support
Neuroscience

         Steady State Ready State:
     Cognition, Decision and Behaviour 
                Dr Adrian Banks
               University of Surrey
               University of Surrey



                   © Dr Adrian Banks – 2013 RapidBI|CIPD
Making Good Choices
            Making Good Choices

• In most situations we have a 
  choice
• What we decide to do 
  determines where we end up
• How do we make these 
       d          k h
  choices?
• How can we make better
  How can we make better 
  choices?



                        © Dr Adrian Banks – 2013 RapidBI|CIPD
The History of Decision Making
The History of Decision Making
                 0.5     {
                                              } 0.5


  analytic                pessimistic                 optimistic




             © Dr Adrian Banks – 2013 RapidBI|CIPD
Uncertain Choices
                 Uncertain Choices
1. How likely is this to happen?
1 How likely is this to happen?                   expected utility = likelihood x benefit
                                                         d ili       lik lih d b fi
2. What are the benefits?

Our assessment of both of these is 
O                  fb h f h       i
distorted, leading to systematic errors 
or biases e.g.
• Certainty effect
• Losses loom larger than gains

                                                                   disposition effect

                         sunk cost effect
                            k    t ff t

                           © Dr Adrian Banks – 2013 RapidBI|CIPD
Coping with Complexity
          Coping with Complexity

                  Heuristics are simple strategies to manage 
                  complexity or reduce mental effort e.g. 
                            g
                  satisficing


Are you more likely to die of a 
Are you more likely to die of a
shark attack or a falling aeroplane 
part?
Are aeroplanes safer than cars?



                          © Dr Adrian Banks – 2013 RapidBI|CIPD
Which US City has More Inhabitants?
Which US City has More Inhabitants?



       San Diego




                                               Simple heuristics that are adapted to 
                                               the environment can be very effective

      San Antonio
      S A t i

                    © Dr Adrian Banks – 2013 RapidBI|CIPD
Expertise: 10,000 ish hours
       Expertise: 10,000‐ish hours

• Experts have extensive 
  domain knowledge
• Stored in templates which 
  are used to identify typical 
  scenarios
• Templates also allow more 
  complex analysis of 
  consequences
• Acquired through deliberate 
  practice


                         © Dr Adrian Banks – 2013 RapidBI|CIPD
Telling Stories
                    Telling Stories

• Jurors fit the evidence into a 
  story
• But they also fill in the gaps 
  to make the story coherent
• With experience, this 
      h                h
  information may be valid
• Without, it can lead to bias
  Without, it can lead to bias




                          © Dr Adrian Banks – 2013 RapidBI|CIPD
In Two Minds
                  In Two Minds
• Should we rely on 
                 y
  intuitive heuristics or 
  analytic reason?
• We need both
           db h
• Automatic cognitive 
  processes cue up the 
  processes cue up the
  key information
              p
• Controlled processes 
  organise it into 
  meaningful stories

                        © Dr Adrian Banks – 2013 RapidBI|CIPD
Out of Our Minds
                 Out of Our Minds

• Much cognition takes place 
  outside our head
• Our skill is not in making the 
  decision, but in controlling 
  the tools to decide for us
  the tools to decide for us
• Default settings and 
  constraints of tools can 
  subtly influence the 
  outcome


                           © Dr Adrian Banks – 2013 RapidBI|CIPD
Decision Fatigue
               Decision Fatigue

• Self control is a limited 
  resource
• Resisting biscuits now 
  causes  failures later
• But look for performance 
       l kf         f
  decrement in the secondary 
  tasks




                       © Dr Adrian Banks – 2013 RapidBI|CIPD
Summary
• We are story tellers and we decide based on
  We are story tellers and we decide based on 
  our stories instead of just the facts
• With experience, we know what stories to
  With experience, we know what stories to 
  expect and we fill in the gaps accurately with 
  automatic cognitive processes
• Without experience, we should actively seek 
  alternative stories
• Only by practicing this deliberately and 
  extensively will we improve
                    © Dr Adrian Banks – 2013 RapidBI|CIPD
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Cognition Decision behaviour - Dr Adrian Banks

  • 1. Neuroscience Steady State Ready State: Cognition, Decision and Behaviour B h i CPD for L&D professionals #CIPDLRN © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 2. Mike Morrison RapidBI.com R idBI © Dr Adrian Banks – 2013 RapidBI|CIPD #CIPDLRN
  • 3. Today's Speakers y p John McGurk Adviser: Learning and Talent Development CIPD Dr Adrian B k D Ad i Banks School of Psychology University of S U i it f Surrey © Dr Adrian Banks – 2013 RapidBI|CIPD #CIPDLRN
  • 4. Q A Martin Couzins Type question here Editor Learnpatch.com Q&A Support
  • 5. Neuroscience Steady State Ready State: Cognition, Decision and Behaviour  Dr Adrian Banks University of Surrey University of Surrey © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 6. Making Good Choices Making Good Choices • In most situations we have a  choice • What we decide to do  determines where we end up • How do we make these  d k h choices? • How can we make better How can we make better  choices? © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 7. The History of Decision Making The History of Decision Making 0.5 { } 0.5 analytic pessimistic optimistic © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 8. Uncertain Choices Uncertain Choices 1. How likely is this to happen? 1 How likely is this to happen? expected utility = likelihood x benefit d ili lik lih d b fi 2. What are the benefits? Our assessment of both of these is  O fb h f h i distorted, leading to systematic errors  or biases e.g. • Certainty effect • Losses loom larger than gains disposition effect sunk cost effect k t ff t © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 9. Coping with Complexity Coping with Complexity Heuristics are simple strategies to manage  complexity or reduce mental effort e.g.  g satisficing Are you more likely to die of a  Are you more likely to die of a shark attack or a falling aeroplane  part? Are aeroplanes safer than cars? © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 10. Which US City has More Inhabitants? Which US City has More Inhabitants? San Diego Simple heuristics that are adapted to  the environment can be very effective San Antonio S A t i © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 11. Expertise: 10,000 ish hours Expertise: 10,000‐ish hours • Experts have extensive  domain knowledge • Stored in templates which  are used to identify typical  scenarios • Templates also allow more  complex analysis of  consequences • Acquired through deliberate  practice © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 12. Telling Stories Telling Stories • Jurors fit the evidence into a  story • But they also fill in the gaps  to make the story coherent • With experience, this  h h information may be valid • Without, it can lead to bias Without, it can lead to bias © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 13. In Two Minds In Two Minds • Should we rely on  y intuitive heuristics or  analytic reason? • We need both db h • Automatic cognitive  processes cue up the  processes cue up the key information p • Controlled processes  organise it into  meaningful stories © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 14. Out of Our Minds Out of Our Minds • Much cognition takes place  outside our head • Our skill is not in making the  decision, but in controlling  the tools to decide for us the tools to decide for us • Default settings and  constraints of tools can  subtly influence the  outcome © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 15. Decision Fatigue Decision Fatigue • Self control is a limited  resource • Resisting biscuits now  causes  failures later • But look for performance  l kf f decrement in the secondary  tasks © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 16. Summary • We are story tellers and we decide based on We are story tellers and we decide based on  our stories instead of just the facts • With experience, we know what stories to With experience, we know what stories to  expect and we fill in the gaps accurately with  automatic cognitive processes • Without experience, we should actively seek  alternative stories • Only by practicing this deliberately and  extensively will we improve © Dr Adrian Banks – 2013 RapidBI|CIPD
  • 18. This event This event was powered by For more information email  uk@citrixonline.com k@ it i li Or request a free trial in the feedback