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The experimenters explained cognitive bias, and asked the subjects how it might have affected their judgment. The subjects rated themselves as less susceptible to bias than others in the experiment (confirming the bias blind spot). When they had to explain their judgments, they used different strategies for assessing their own and others' bias.
The game was introduced to subjects in one of two ways: it was either referred to as the "Wall Street Game" or as the "Community Game". The researchers found that students in the "Community Game" condition were twice as likely to cooperate, and that it did not seem to make a difference whether students were previously categorized as ...
The bias blind spot is the cognitive bias of recognizing the impact of biases on the judgment of others, while failing to see the impact of biases on one's own judgment. [1] The term was created by Emily Pronin, a social psychologist from Princeton University 's Department of Psychology , with colleagues Daniel Lin and Lee Ross .
Participants in experiments who watched training videos and played debiasing games showed medium to large reductions both immediately and up to three months later in the extent to which they exhibited susceptibility to six cognitive biases: anchoring, bias blind spot, confirmation bias, fundamental attribution error, projection bias, and ...
Objectivity illusion, the phenomena where people tend to believe that they are more objective and unbiased than others. This bias can apply to itself – where people are able to see when others are affected by the objectivity illusion, but unable to see it in themselves. See also bias blind spot. [87]
In 2002, Pronin and her colleagues initially defined the Bias blind spot in 2002, which is the observation that people feel they are less biassed in their judgements and conduct than the overall population, i.e., they are "blind" to their own cognitive biases.
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It is the belief that individuals tend to ascribe success to their own abilities and efforts, but ascribe failure to external factors. [2] When individuals reject the validity of negative feedback, focus on their strengths and achievements but overlook their faults and failures, or take more credit for their group's work than they give to other ...