Decision fatigue: Why it’s so hard to make up your mind these days, and how to make it easier

Stacy Colino

The Washington Post

Originally posted 22 Sept 21

Here is an excerpt:

Decision fatigue is more than just a feeling; it stems in part from changes in brain function. Research using functional magnetic resonance imaging has shown that there’s a sweet spot for brain function when it comes to making choices: When people were asked to choose from sets of six, 12 or 24 items, activity was highest in the striatum and the anterior cingulate cortex — both of which coordinate various aspects of cognition, including decision-making and impulse control — when the people faced 12 choices, which was perceived as “the right amount.”

Decision fatigue may make it harder to exercise self-control when it comes to eating, drinking, exercising or shopping. “Depleted people become more passive, which becomes bad for their decision-making,” says Roy Baumeister, a professor of psychology at the University of Queensland in Australia and author of  “Willpower: Rediscovering the Greatest Human Strength.” “They can be more impulsive. They may feel emotions more strongly. And they’re more susceptible to bias and more likely to postpone decision-making.”

In laboratory studies, researchers asked people to choose from an array of consumer goods or college course options or to simply think about the same options without making choices. They found that the choice-makers later experienced reduced self-control, including less physical stamina, greater procrastination and lower performance on tasks involving math calculations; the choice-contemplators didn’t experience these depletions.

Having insufficient information about the choices at hand may influence people’s susceptibility to decision fatigue. Experiencing high levels of stress and general fatigue can, too, Bufka says. And if you believe that the choices you make say something about who you are as a person, that can ratchet up the pressure, increasing your chances of being vulnerable to decision fatigue.

The suggestions include:

1. Sleep well

2. Make some choice automatic

3. Enlist a choice advisor

4. Given expectations a reality check

5. Pace yourself

6. Pay attention to feelings

The full article is here.

The Dynamics of Inattention in the (Baseball) Field

J. E. Archsmith, et al. 

IZA Institute of Labor Economics

June 2021

Abstract

Recent theoretical and empirical work characterizes attention as a limited resource that decision-makers strategically allocate. There has been less research on the dynamic interdependence of attention: how paying attention now may affect performance later. In this paper, we exploit high-frequency data on decision-making by Major League Baseball umpires to examine this. We find that umpires not only apply greater effort to higher stakes decisions, but also that effort applied to earlier decisions increases errors later. These findings are consistent with the umpire having a depletable ‘budget’ of attention. There is no such dynamic interdependence after breaks during the game (at the end of each inning) suggesting that even short rest periods can replenish attention budgets. We also find that an expectation of higher stakes future decisions leads to reduced attention to current decisions, consistent with forward-looking behavior by umpires aware of attention scarcity.

Conclusions

Conventional economic models embody agents able to make perfect, optimising decisions.  An important strand of recent efforts to increase the behavioral realism of models has been to acknowledge that attention is not costless---the effort required to attend to decisions and execute them well can be costly and cognitively tiring---and incorporate that in models. Models of “strategic inattention”, predicated on rational agents adjusting their behavior to account for attention being either limited and/or costly, are increasingly mainstream (for examples Caplin and Dean, 2015; Sims, 2003; Falkinger, 2011).

While the idea of costly attention is intuitively appealing, rigorous evidence characterizing its implications in real settings remains limited and primarily focuses on static effects in cross sectional data. This paper adds to and extends this evidence. Studying the quality of decisions made by a panel of professional decision-makers with strong incentives to get these decisions right, we show that MLB umpires systematically vary the effort they apply to individual decisions: applying greater attention to those associated with higher stakes. This is consistent with established theoretical models of strategic inattention. Our data-rich setting, in which the same umpire is called upon to issue a long series of decisions, allows for careful study of the dynamics of inattention and delivers our most novel results.

The paper is here.