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We live in a time of information abundance, which far too many of us see as information overload. With the sum total of human knowledge, past and present, at our fingertips, we’re faced with a crisis of attention: which ideas should we engage with, and why? Big Think is an evolving roadmap to the best thinking on the planet — the ideas that can help you think flexibly and act decisively in a multivariate world.

A word about Big Ideas and Themes — The architecture of Big Think

Big ideas are lenses for envisioning the future. Every article and video on bigthink.com and on our learning platforms is based on an emerging “big idea” that is significant, widely relevant, and actionable. We’re sifting the noise for the questions and insights that have the power to change all of our lives, for decades to come. For example, reverse-engineering is a big idea in that the concept is increasingly useful across multiple disciplines, from education to nanotechnology.

Themes are the seven broad umbrellas under which we organize the hundreds of big ideas that populate Big Think. They include New World Order, Earth and Beyond, 21st Century Living, Going Mental, Extreme Biology, Power and Influence, and Inventing the Future.

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Big Think’s contributors offer expert analysis of the big ideas behind the news.

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How the Brain Makes Decisions

July 17, 2011, 11:30 AM
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What's the Latest Development?

When choosing between two options, for example, predicting who will win a sports competition, recent research shows that we will choose the side we are most familiar with despite being ignorant of the information needed to make a truly informed decision. What's more, our association with the more familiar option is unconscious, i.e. it takes place before we are aware of which option is the more familiar one. Experimenters at Saarland University, Germany, detected that people's brains begin associating with what is familiar to them as early as 300 to 450 milliseconds after someone is exposed to the familiar object.

What's the Big Idea?

While siding with familiarity when we lack other information on which to base a decision may help us decide quickly and efficiently, it may not always lead us down the right path. Selecting the most familiar option may work against us when it comes to picking stocks, for example: "For the stock market, there is some reason to believe that the investment returns correlate negatively (and not positively) with the recognition of a company. A lot of companies involved in the credit crunch crisis actually had highly familiar names and this familiarity might have persuaded investors to rely on their products and stocks."

 

How the Brain Makes Decisions

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