Concept Ecosystem

Relationships Levels of Granularity

S4 Quick Indicators
primary
Relying on simple and secondary
available information Granular concepts

8 General Drivers
helps make decisions more
S3 Mental Models straightforward Overarching concepts

Behind a Decision
...but might oversimplify the problem.
Aligning new information with
Ambiguity Effect
established beliefs and habits helps
maintain a sense of stability
...but might make it hard to adapt to new situations. Segregation

Use this to...

S2 Compartments
Use this poster to see the relationships between Resolving Cognitive Dissonance

the different levels of behavioral economics

(Decision Regret) Diagnosis Bias
info recall Considering a single set of
information helps make
concepts. The eight drivers are separated into Certainty Bias decisions less overwhelming
four decision making factors and four decision
...but might obscure the larger impact
making shortcuts. Concepts are organized Information Avoidance
F4 Ownership of those decisions.
into different levels of specificity – moving from
the most overarching in the center to the more “Me” and “Mine” makes
granular on the outside. Relationships are things extra valuable.
Choice Bracketing Clustering Illusion
identified by solid lines (primary) and dashed
lines (secondary). Actor-Observer Bias Mental Accounting

Business v.
Social Norms
perception info Identity

organization
Representativeness

Endowment Effect

Framing
info reliance generalize
Surprise & Adaptation
Anchoring Availability

attachment info usage

Loss Aversion
Intertemporal Choice F2 Time
Commitment Attentional Collapse The present is more
Hedonic Framing loss/gain influential than the past
feelings over time or future.
F3 Loss methods Optimism Bias
Decoupling
Loss is more painful of distortion Bandwagon Effect
Hyperbolic Discounting
than gain is enjoyable.
immediacy consistency
Impact Bias
Placebo Effect (Affective Forecasting Error)

want Status Quo Bias

F1 Expectation Planning Fallacy S1 External Cues

Expectations shape Going with the flow helps bypass
Anticipation of
experiences. Rewards the need to make a decision
...but might not lead to optimal outcomes.
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