The Minimal Control Principle Predicts Strategy Shifts in the Abstract Decision Making Task
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| Title: | The Minimal Control Principle Predicts Strategy Shifts in the Abstract Decision Making Task |
|---|---|
| Language: | English |
| Authors: | Taatgen, Niels A. |
| Source: | Journal of Problem Solving. Feb 2011 3(2):151-166. |
| Availability: | Purdue University Press. Stewart Center Room 370, 504 West State Street, West Lafayette, IN 47907. Tel: 800-247-6553; Fax: 419-281-6883; e-mail: pupress@purdue,edu; Web site: http://docs.lib.purdue.edu/jps/ |
| Peer Reviewed: | Y |
| Page Count: | 16 |
| Publication Date: | 2011 |
| Document Type: | Journal Articles Reports - Research |
| Education Level: | Higher Education Postsecondary Education |
| Descriptors: | Problem Solving, Abstract Reasoning, Decision Making, Learning Strategies, Self Control, Self Reward, Individual Differences, Executive Function, Prediction, Games, Classification, College Students, Experiments, Difficulty Level |
| Geographic Terms: | Pennsylvania (Pittsburgh) |
| DOI: | 10.7771/1932-6246.1095 |
| ISSN: | 1932-6246 |
| Abstract: | The minimal control principle (Taatgen, 2007) predicts that people strive for problem-solving strategies that require as few internal control states as possible. In an experiment with the Abstract Decision Making task (ADM task; Joslyn & Hunt, 1998) the reward structure was manipulated to make either a low-control strategy or a high-strategy more feasible. The results show that most participants are sensitive to the shifting demands of the task, consistent with the minimal control principle, but also that individual differences are large. |
| Abstractor: | As Provided |
| Number of References: | 24 |
| Entry Date: | 2016 |
| Accession Number: | EJ1115829 |
| Database: | ERIC |
| Abstract: | The minimal control principle (Taatgen, 2007) predicts that people strive for problem-solving strategies that require as few internal control states as possible. In an experiment with the Abstract Decision Making task (ADM task; Joslyn & Hunt, 1998) the reward structure was manipulated to make either a low-control strategy or a high-strategy more feasible. The results show that most participants are sensitive to the shifting demands of the task, consistent with the minimal control principle, but also that individual differences are large. |
|---|---|
| ISSN: | 1932-6246 |
| DOI: | 10.7771/1932-6246.1095 |
