Decisions about Decisions

Cass R. Sunstein
Practical Reason in Ordinary Life

What's it about?
Psychology
Mindfulness & Happiness
Personal Development
Education
Decisions About Decisions (2023) digs into the delicate process of how people make
decisions big and small. It reveals the emotional and cognitive mechanisms hidden
beneath decision-making methods and the effects of various strategies, showing
how our judgments impact our ideas, values, and behaviors.

About the author

Cass R. Sunstein is known for his pioneering work in behavioral economics and
public policy, most notably as administrator of the White House Office of Information
and Regulatory Affairs under President Obama. His books Simpler and Wiser have
garnered widespread acclaim.

Introduction

What’s in it for me? Learn how to make smart decisions

in a complex world.
Feeling overwhelmed by the flood of decisions you need to make on a daily basis? If
so, you’re not alone. Every day, we’re bombarded with options, influenced by
everything from social dynamics to advanced algorithms.

This Blink to Cass R. Sunstein’s Decisions About Decisions will guide you through
strategies to streamline your decision-making – and, in the process, feel more
confident and less overwhelmed. You’ll learn about the power of autonomy, the
impact of external influences, and how algorithms can help you make better choices.

Key idea 1

Streamline daily choices with second-order decisions

Every decision, no matter how big or small, adds to your mental strain. But not all
decisions are created equal – and there are ways to reduce your mental load while
increasing the quality of your choices. Let’s have a closer look at what this means.

First-order decisions are those you make on a regular basis – like what to eat for
breakfast or the best way to get to work. While these selections are necessary, they
often result in decision fatigue. Enter second-order decisions, a strategic approach
designed to make first-order decisions easier.

Consider the basic first-order decision of deciding what to eat every day. By
implementing a second-order decision like setting a weekly meal plan, you remove
the daily burden of deciding what to eat. This is what’s called a high-low strategy; it
involves adopting measures that impose high costs prior to the decision but result in
low costs at the time of the ultimate decision. In other words, you have to make an
effort once, but then all your future decisions will be easier.

In contrast, if you’re facing a situation with limited information or high uncertainty –

maybe you’re deciding on a new hobby or exploring a new career field – a low-low
strategy might be more appropriate. This could mean taking small steps, like trying
out the hobby for a week or enrolling in a class on a new subject, to gradually
increase your understanding without committing too much. With the low-low
approach, there aren’t many (or any) decisions you need to make before or after the
final choice.

Next, the low-high strategy involves delegation. This can be seen in a work context,
where you might entrust a team member with leading a project. If you trust their
judgment and experience, this frees up mental space for you to focus on other
responsibilities. The low-high approach makes decisions easier at the beginning, but
it might make them harder later on.

What you should definitely avoid is the high-high method, which makes
decision-making so complex that it triggers anxiety. For example, excessive planning
for a weekend trip can turn what should be a relaxing pastime into a source of
tension.

In a nutshell, second-order decisions are a realistic way to simplify life’s seemingly

endless choices. To effectively apply second-order decisions, first identify areas
where first-order choices are tough. Then think about whether you could benefit from
a planned process, such as a high-low strategy, or a more flexible low-low strategy.
The goal is to be flexible and fit the plan to the situation at hand.

Key idea 2

The art of opting

All big decisions affect your life. So, with your future at stake, how can you tackle
them? The answer lies in a process called opting, which is at the heart of every
important decision you face.

Opting is more than just choosing between A and B. It’s reducing major decisions
into smaller, more manageable chunks. When you pick something, you often do so
from a state of equipoise – remember that word if you want to impress your friends!
Equipoise refers to the state of genuine uncertainty between two or more options.
Opting sidesteps this uncertainty by allowing you to make smaller choices that can
lead to a bigger decision when the stakes are high and outcomes decide your
long-term satisfaction and purpose.

Take, for instance, a college student unsure about their major. Instead of rushing into
a decision, they opt to sample introductory courses in various fields. This approach
lets them explore options and gradually find the right fit. By taking these smaller,
reversible steps, they can make a more confident and informed choice about their
future studies.

How else can you handle pivotal life choices? Well first, consider the impact on your
overall well-being and happiness. Interestingly, research suggests that individuals
who take risks are happier than those who don’t. People relish fresh perspectives
and experiences that take them out of their comfort zone. Remember that no big
decision can be fully justified by logic; it usually calls for a leap of faith based on what
you value most.

But how do you prepare for such a leap? Consult others who’ve faced similar
choices – their experiences can offer invaluable insights. And if you do opt for
change, don’t let the shadow of regret cloud your journey. Look forward and embrace
the path you’ve chosen.

What’s the takeaway here? Decisions about decisions are intricately personal and
complex. They challenge you to weigh happiness, growth, meaning, and purpose.
Opting is especially powerful in such high-stakes situations, allowing you to gradually
build your understanding and adapt as new information comes to light. Breaking
down a big decision into smaller parts not only relieves stress, but can also lead to a
more informed and fulfilling future.

Key idea 3

Information versus ignorance

With the internet, you have almost every bit of knowledge at your fingertips. But do
you always want to know? If you’re like most people, your brain is constantly at odds
between seeking and avoiding information. At the heart of this data dilemma is a
simple yet profound question: “Does this knowledge make me happy or serve a
purpose?” You see, people are naturally drawn to knowledge that has either
instrumental value (data that helps us achieve our goals) or hedonic value
(information that makes us feel good). However, when it comes to knowledge that
may trigger negative emotions or doesn’t appear to be directly useful, an urge to
avoid kicks in.

Consider a genetic medical test. It can provide vital health information, but many
might avoid it due to fear of bad news. This avoidance isn’t just about the fear of
what the information might reveal; it’s also tied to cognitive biases. Present bias, for
example, can lead us to prefer immediate pleasure over long-term gains – pushing
us into a kind ofstrategic ignorance, especially in situations where knowing could
lead to changes in behavior we’re not ready for.

Yet research shows that people tend to mispredict their reactions to bad news. The
prospect of regret or distress is often more daunting than the experience itself. In
policy contexts, this becomes critical. People’s expressed desires for information
don’t always align with what’s helpful for them, posing a challenge for those making
information-related rules.

So, how can you make good decisions in the midst of so much information? Start by
looking for areas where you might be avoiding useful knowledge. Is this avoidance
rational, or is it motivated by unjustified fears or biases? When making an important
decision, consider both the instrumental and hedonic values. What’s the practical
purpose of this information, and how will it make you feel? Remember that your
reaction to the news, whether good or bad, may be milder than you think – and the
information you shun may unlock doors you didn’t know existed.

Key idea 4

How new information influences your decisions

Imagine you’re at a family dinner. The conversation turns to the hot-button topic of
climate change. Opinions vary. Environmentalist Uncle Joe is alarmed by a recent
report about rising sea levels. Meanwhile, Aunt Sarah, a skeptic, rejects Joe’s
concerns by citing an article about improved air quality in large cities. This isn’t just
about differing opinions on global warming; it’s a classic case of asymmetrical
information updating. Both relatives process information in a way that reinforces their
existing beliefs – and makes them feel better.

Do you do the same thing when faced with new information? If so, that’s normal.
Belief updating doesn’t happen as often as you might think. When a chance for a
belief update arises, there’s a complex interplay between previous opinions, the
nature of new knowledge, and emotional reactions to it.
People often mold new information to fit what they already think, and this occurs a lot
when discussing controversial issues. Strong supporters react firmly to bad news,
while skeptics respond cautiously to good news. This pattern of information intake
greatly contributes to societal divides in areas like politics and health. Turns out, we
cherry-pick evidence to support our beliefs and logically reaffirm our views with new
input.

So, how can you approach belief updating more rationally? Start with
self-awareness. Recognize if you’re favoring evidence that fits your existing views.
Aim to balance how you update your beliefs, whether the news is good or bad, and
realize that others might be trapped in their asymmetrical updates.

Also challenge yourself to adopt information that contradicts your views – and watch
out for motivated reasoning that makes you ignore inconvenient truths. By
acknowledging your biases, you can enrich your personal growth and contribute to
more nuanced conversations.

Key idea 5

Understanding and dealing with different belief

systems
Although beliefs can be updated, facts alone rarely change people’s minds. That’s
because our beliefs are influenced not only by evidence, but also by our emotions
and social connections. Consider someone deeply committed to a political ideology,
surrounded by like-minded peers. They might ignore opposing facts if it means losing
their social ties. But what happens when new information aligns with their emotional
and social beliefs? As it turns out, this can lead to more flexible thinking. Therefore,
assessing the accuracy as well as the social and emotional context of information is
crucial.

Is there another way to sway strongly held beliefs? Absolutely. Seek out so-called
surprising validators: people who aren’t expected to hold a similar opinion but are
credible to those who are considering alternatives. Additionally, find common ground
and pave the way for agreement by emphasizing shared values.

Metacognition – how we think about and assess ideas – is crucial to understanding

the level of confidence and accuracy in someone’s thinking. Confidence calibration
training can help here. It links confidence to the accuracy of our beliefs, which
improves decision-making overall.

The way we form beliefs doesn’t just affect us on an individual level; it has significant
implications for policy-making and public campaigns. Recognizing the importance of
facts, emotions, and social settings can help create more successful messaging.
Consider health and safety lessons that speak to an audience’s values – do you
think they result in increased compliance and engagement? The answer is, of
course, yes.

So, what are your next steps? Well, start with recognizing the emotional and social
aspects that shape your opinions. Are they restricting your thoughts? In your
persuasion attempts, combine rational and emotional appeals. And most importantly,
work on improving your metacognitive skills, which will help you reason more clearly
and persuasively.

Key idea 6

The role of algorithms in decision-making

Can a computer make better decisions than an expert? Welcome to the age of
algorithms, where this isn’t just a possibility but an everyday reality. Algorithms are
revolutionizing decision-making from legal judgments to medical diagnostics, often
surpassing human accuracy.

Yet despite their precision, there’s a catch – many people don’t trust them. Let’s take
a brief look at how these digital decision-makers are shaping our world, for better or
worse.
Algorithms are consistently more accurate than humans in specific fields like bail
decisions or medical testing. That’s because they bypass common human biases
like the availability and the representation bias, which skew our judgment based on
how easily examples come to mind or how information is framed. While these biases
may hamper humans, machines offer objective data processing.

But algorithms aren’t perfect. Their Achilles’ heel is unpredictability in situations

involving human emotions and preferences, such as personal relationships. And the
issue of algorithmic discrimination – where biases in data lead to unfair outcomes –
remains a concern. Moreover, algorithms often struggle with complex tradeoffs, like
balancing equality and safety. All of these factors are leading policymakers to think
critically about their implementation.

But why are we quicker to criticize algorithms than human error? Could it be a matter
of trust – and if so, how do we build it? Revealing the logic behind algorithmic
decisions is a start. In areas like cancer diagnosis, where algorithms excel by
sidestepping human biases, understanding their logic can boost people’s confidence
in their capabilities.

In terms of approaching algorithmic decision-making, it’s again about striking a

balance. Algorithms are powerful tools, yes – but they work best when paired with
human judgment.

Final summary
Making better decisions requires more than intuition – it demands strategic thought.
Second-order decisions provide a toolkit for relieving the stress of your daily choices.
And opting lets you break down major decisions into manageable chunks to better
align your actions with pleasure, growth, and purpose.

The crux of decision-making lies in achieving a balance between logic and emotion,
social contexts, and existing beliefs. To improve your decision-making skills, strive
for self-awareness, flexible thinking.