Individual economic decision making Flashcards

1
Q

What can make an economic agents decisions irrational

A

Charity/Altruism
Lack of self control
Bias in our decisions (over confidence)
Emotional reasons

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2
Q

Bounded rationality

A

Decisions taken into account in the real world are under conditions where we have limited knowledge of the alternatives / the consequences, limited time to make the decision and a limited ability to decide (mental processing).

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3
Q

Cognitive bias

A

A systematic error in thinking that affects the decision and judgement that people make. Especially when making quick decisions.

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4
Q

Availability bias

A

Individuals make judgements about the likelihood of future events according to how easy it is to recall examples of similar events. E.g. if you keep reading about car crime you’re going to believe that it is a big issue and worry about it affecting you

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5
Q

Anchoring

A

Heavily relying on irrelevant pieces of information to help us make a judgement. Value is often set by anchors or imprints in our minds which we then use as mental reference points when making decisions. e.g. ‘big’ price drop campaigns by supermarkets

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6
Q

Nudges

A

Factors which encourage people to think and act in particular ways. Nudges try to shift group norms and individual behaviour in ways which comply with desirable social norms.

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7
Q

What will happen if nudge policies don’t work?

A

Laws will be passed in their place to achieve the goal.

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8
Q

Choice architecture

A

Framework where the choices can be set out and resented in different ways. The presentation has an impact on an economic agents decision making. E.g. a building design making it more attractive to take the stairs rather than use the lift in order to promote health.

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9
Q

Default choice

A

Where an option is automatically selected unless you specify differently e.g. NHS organ donation is auto opt in so therefore you must opt out

In soma cases mandated choice which is law and you cannot proceed without government documentation giving consent of withdrawing consent.

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10
Q

Framing

A

A frame is the way choices are described and presented. e.g. 90% fat free
It is often used to present goods in a positive or favourable way

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11
Q

“rule of thumb”

Heuristics

A

A broadly accurate guide based on principle rather than theory e.g. turning a computer on and off if it doesn’t work properly.

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12
Q

Risk aversion

A

Tendency to avoid situations where risk is possible, people are motivated by the desire to minimise potential loss/negative consequences.

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13
Q

Risk seeking

A

Acept greater economic uncertainty in return for a higher potential return.

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14
Q

IKEA effect

A

Individuals tend to place higher value on products that they have either partially or fully assembled themselves, no mater the final quality of the good.

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15
Q

Scarcity bias

A

Higher value is thought to be put on an idem if it is believed to be rare.

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16
Q

Sunk cost bias

A

A tendency to continue behaviour as a result of previously invested resources (time, money or effort)

17
Q

Imperfect information

A

Any information that’s missing, incomplete, or inaccurate.

18
Q

Asymmetric information

A

A specific type of imperfect information, where one party has more information than the other party. This can lead to a number of problems. For example, in the market for used cars, sellers often know more about the quality of the cars they’re selling than buyers do. This is because sellers know the history of the car, while buyers can only see the current condition of the car.

19
Q

What is utility?

A

The satisfaction gained from consuming a good or service.

20
Q

What is marginal utility (MU)

A

The additional utility gained from consuming one extra unit of a good or service

21
Q

What is total utility TU?

A

The overall utility gained from consuming a certain quantity of a good or service.

22
Q

Utility maximisation

A

Utility maximisation occurs when individuals allocate resources to goods or services in a way that maximises their total utility, given budget constraints (taking into account opportunity costs).