Time pressure reduces misinformation discrimination ability but does not alter response bias

Sultan, M., Tump, A.N., Geers, M. et al. 

Sci Rep 12, 22416 (2022).

https://doi.org/10.1038/s41598-022-26209-8

Abstract

Many parts of our social lives are speeding up, a process known as social acceleration. How social acceleration impacts people’s ability to judge the veracity of online news, and ultimately the spread of misinformation, is largely unknown. We examined the effects of accelerated online dynamics, operationalised as time pressure, on online misinformation evaluation. Participants judged the veracity of true and false news headlines with or without time pressure. We used signal detection theory to disentangle the effects of time pressure on discrimination ability and response bias, as well as on four key determinants of misinformation susceptibility: analytical thinking, ideological congruency, motivated reflection, and familiarity. Time pressure reduced participants’ ability to accurately distinguish true from false news (discrimination ability) but did not alter their tendency to classify an item as true or false (response bias). Key drivers of misinformation susceptibility, such as ideological congruency and familiarity, remained influential under time pressure. Our results highlight the dangers of social acceleration online: People are less able to accurately judge the veracity of news online, while prominent drivers of misinformation susceptibility remain present. Interventions aimed at increasing deliberation may thus be fruitful avenues to combat online misinformation.

Discussion

In this study, we investigated the impact of time pressure on people’s ability to judge the veracity of online misinformation in terms of (a) discrimination ability, (b) response bias, and (c) four key determinants of misinformation susceptibility (i.e., analytical thinking, ideological congruency, motivated reflection, and familiarity). We found that time pressure reduced discrimination ability but did not alter the—already present—negative response bias (i.e., general tendency to evaluate news as false). Moreover, the associations observed for the four determinants of misinformation susceptibility were largely stable across treatments, with the exception that the positive effect of familiarity on response bias (i.e., response tendency to treat familiar news as true) was slightly reduced under time pressure. We discuss each of these findings in more detail next.

As predicted, we found that time pressure reduced discrimination ability: Participants under time pressure were less able to distinguish between true and false news. These results corroborate earlier work on the speed–accuracy trade-off, and indicate that fast-paced news consumption on social media is likely leading to people misjudging the veracity of not only false news, as seen in the study by Bago and colleagues, but also true news. Like in their paper, we stress that interventions aimed at mitigating misinformation should target this phenomenon and seek to improve veracity judgements by encouraging deliberation. It will also be important to follow up on these findings by examining whether time pressure has a similar effect in the context of news items that have been subject to interventions such as debunking.

Our results for the response bias showed that participants had a general tendency to evaluate news headlines as false (i.e., a negative response bias); this effect was similarly strong across the two treatments. From the perspective of the individual decision maker, this response bias could reflect a preference to avoid one type of error over another (i.e., avoiding accepting false news as true more than rejecting true news as false) and/or an overall expectation that false news are more prevalent than true news in our experiment. Note that the ratio of true versus false news we used (1:1) is different from the real world, which typically is thought to contain a much smaller fraction of false news. A more ecologically valid experiment with a more representative sample could yield a different response bias. It will, thus, be important for future studies to assess whether participants hold such a bias in the real world, are conscious of this response tendency, and whether it translates into (in)accurate beliefs about the news itself.

The research is here.

Is fairness intuitive? An experiment accounting for subjective utility differences under time pressure

Merkel, A.L. & Lohse, J. Exp Econ (2018).
https://doi.org/10.1007/s10683-018-9566-3

Abstract

Evidence from response time studies and time pressure experiments has led several authors to conclude that “fairness is intuitive”. In light of conflicting findings, we provide theoretical arguments showing under which conditions an increase in “fairness” due to time pressure indeed provides unambiguous evidence in favor of the “fairness is intuitive” hypothesis. Drawing on recent applications of the Drift Diffusion Model (Krajbich et al. in Nat Commun 6:7455, 2015a), we demonstrate how the subjective difficulty of making a choice affects decisions under time pressure and time delay, thereby making an unambiguous interpretation of time pressure effects contingent on the choice situation. To explore our theoretical considerations and to retest the “fairness is intuitive” hypothesis, we analyze choices in two-person binary dictator and prisoner’s dilemma games under time pressure or time delay. In addition, we manipulate the subjective difficulty of choosing the fair relative to the selfish option. Our main finding is that time pressure does not consistently promote fairness in situations where this would be predicted after accounting for choice difficulty. Hence, our results cast doubt on the hypothesis that “fairness is intuitive”.

The research is here.

Going with your gut may mean harsher moral judgments

Jeff Sossamon
www.futurity.org
Originally posted November 2, 2017

Going with your intuition could make you judge others’ moral transgressions more harshly and keep you from changing your mind, even after considering all the facts, a new study suggests.

The findings show that people who strongly rely on intuition automatically condemn actions they perceive to be morally wrong, even if there is no actual harm.

In psychology, intuition, or “gut instinct,” is defined as the ability to understand something immediately, without the need for reasoning.

“It is now widely acknowledged that intuitive processing influences moral judgment,” says Sarah Ward, a doctoral candidate in social and personality psychology at the University of Missouri.

“We thought people who were more likely to trust their intuition would be more likely to condemn things that are shocking, whereas people who don’t rely on gut feelings would not condemn these same actions as strongly,” Ward says.

Ward and Laura King, professor of psychological sciences, had study participants read through a series of scenarios and judge whether the action was wrong, such as an individual giving a gift to a partner that had previously been purchased for an ex.

The article is here.

Does Your Gut Always Steer You Right?

Elizabeth Bernstein
The Wall Street Journal
Originally published October 9, 2017

Here is an excerpt:

When should you trust your gut? Consult your gut for complex decisions.

These include important, but not life-or-death, choices such as what car to buy, where to move, which job offer to accept. Your conscious mind will have too much information to sort through, and there may not be one clear choice. For example, there’s a lot to consider when deciding on a new home: neighborhood (Close to work but not as fun? Farther away but nicer?), price, type of home (Condo or house?). Research shows that when people are given four choices of which car to buy or which apartment to rent—with slightly different characteristics to each—and then are distracted from consciously thinking about their decision, they make better choices. “Our conscious mind is not very good at having all these choices going on at once,” says Dr. Bargh. “When you let your mind work on this without paying conscious attention, you make a better decision.”

Using unconscious and conscious thought to make a decision is often best. And conscious thought should come first. An excellent way to do this is to make a list of the benefits and drawbacks of each choice you could make. We are trained in rational decision-making, so this will satisfy your conscious mind. And sometimes the list will be enough to show you a clear decision.

But if it isn’t, put it away and do something that absorbs your conscious mind. Go for a hike or run, walk on the beach, play chess, practice a musical instrument. (No vegging out in front of the TV; that’s too mind-numbing, experts say.) “Go into yourself without distractions from the outside, and your unconscious will keep working on the problem,” says Emeran Mayer, a gastroenterologist and neuroscientist and the author of “The Mind-Gut Connection” and a professor at UCLA’s David Geffen School of Medicine.

If the stakes are high, try to think rationally

Even if time is tight. For example, if your gut tells you to jump in front of a train to help someone who just fell on the tracks, that might be worth risking your life. If it’s telling you to jump in front of that train because you dropped your purse, it’s not. Your rational mind, not your gut, will know the difference, Dr. Bargh says.

The article is here.

Note: As usual, I don't agree with everything in this article.

Root Out Bias from Your Decision-Making Process

Thomas C. Redman
Harvard Business Review
Originally posted March 10, 2017

Here is an excerpt:

Making good decisions involves hard work. Important decisions are made in the face of great uncertainty, and often under time pressure. The world is a complex place: People and organizations respond to any decision, working together or against one another, in ways that defy comprehension. There are too many factors to consider. There is rarely an abundance of relevant, trusted data that bears directly on the matter at hand. Quite the contrary — there are plenty of partially relevant facts from disparate sources — some of which can be trusted, some not — pointing in different directions.

With this backdrop, it is easy to see how one can fall into the trap of making the decision first and then finding the data to back it up later. It is so much faster. But faster is not the same as well-thought-out. Before you jump to a decision, you should ask yourself, “Should someone else who has time to assemble a complete picture make this decision?” If so, you should assign the decision to that person or team.

The article is here.