Attribute substitution is a psychological process thought to underlie a number of cognitive biases and perceptual illusions. It occurs when an individual has to make a judgment (of a target attribute) that is computationally complex, and instead substitutes a more easily calculated heuristic attribute. This substitution is thought of as taking place in the automatic intuitive judgment system, rather than the more self-aware reflective system. Hence, when someone tries to answer a difficult question, they may actually answer a related but different question, without realizing that a substitution has taken place. This explains why individuals can be unaware of their own biases, and why biases persist even when the subject is made aware of them. It also explains why human judgments often fail to show regression toward the mean.
The theory of attribute substitution unifies a number of separate explanations of reasoning errors in terms of cognitive heuristics. In turn, the theory is subsumed by an effort-reduction framework proposed by Anuj K. Shah and Daniel M. Oppenheimer, which states that people use a variety of techniques to reduce the effort of making decisions.
In a 1974 paper, psychologists Amos Tversky and Daniel Kahneman argued that a broad family of biases (systematic errors in judgment and decision) were explainable in terms of a few heuristics (information-processing shortcuts), including availability and representativeness.
In 1975, psychologist Stanley Smith Stevens proposed that the strength of a stimulus (e.g., the brightness of a light, the severity of a crime) is encoded neurally in a way that is independent of modality. Kahneman and Frederick built on this idea, arguing that the target attribute and heuristic attribute could be unrelated.
In a 2002 revision of the theory, Kahneman and Shane Frederick proposed attribute substitution as a process underlying these and other effects.
Kahneman and Frederick propose three conditions for attribute substitution:
The target attribute is relatively inaccessible.
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Heuristics is the process by which humans use mental short cuts to arrive at decisions. Heuristics are simple strategies that humans, animals, organizations, and even machines use to quickly form judgments, make decisions, and find solutions to complex problems. Often this involves focusing on the most relevant aspects of a problem or situation to formulate a solution. While heuristic processes are used to find the answers and solutions that are most likely to work or be correct, they are not always right or the most accurate.
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