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1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

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Page 1: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

1

Ten “New Paradoxes” of Risky Decision Making

Michael H. BirnbaumDecision Research CenterCalifornia State University,

Fullerton

Page 2: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Classical Paradoxes:Contradictions with Expected

Value

St. Petersburg Paradox: People prefer small sum of cash to a chance to play the gamble with infinite EV.

Risk Aversion: People prefer small sum to gambles with higher EV.

Page 3: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Bernoulli (1738)If a poor man had a lottery ticket that would pay 20,000 ducats or nothing with equal probability, he would NOT be ill-advised to sell it for 9,000 ducats. A rich man would be ill-advised to refuse to buy it for that price.

Page 4: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Expected Utility Theory

• Could explain why people would buy and sell gambles

• Explain sales and purchase of insurance

• Explain the St. Petersburg Paradox• Explain risk aversion

Page 5: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Allais (1953) “Constant Consequence” Paradox

Called “paradox” because preferences contradict Expected Utility.

A: $1M for sure f B: .10 to win $2M.89 to win $1M

.01 to win $0

C: .11 to win $1M p D: .10 to win $2M.89 to win $0 .90 to win $0

Page 6: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Expected Utility (EU) Theory

EU(G ) = pii =1

n

∑ u(xi )

A f B u($1M) > .10u($2M) + .89u($1M) +.01u($0) Subtr. .89u($1M): .11u($1M) > .10u($2M)+.01u($0)

Add .89u($0): .11u($1M)+.89u($0) > .10u($2M)+.90u($0)

C f D. So, Allais Paradox refutes EU.

Page 7: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Allais and Ellsberg Paradoxes

• Allais “Constant Ratio” Paradox• Ellsberg Paradoxes• These violated EU and SEU

generalization to uncertain events.

Page 8: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Cumulative Prospect Theory/ Rank-Dependent

Utility (RDU)

CPU(G ) = [W ( pj )− W ( pj )j =1

i −1

∑j =1

i

∑i =1

n

∑ ]u(xi )

Probability Weighting Function, W(P)

0

0.2

0.4

0.6

0.8

1

0 0.2 0.4 0.6 0.8 1

Decumulative Probability

Decumulative Weight

CPT Value (Utility) Function

0

20

40

60

80

100

120

140

0 20 40 60 80 100 120 140

Objective Cash Value

Subjective Value

Page 9: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Cumulative Prospect Theory/ RDU

• Tversky & Kahneman (1992) CPT is more general than EU or (1979) PT, accounts for risk-seeking, risk aversion, sales and purchase of gambles & insurance.

• Accounts for Allais Paradoxes, chief evidence against EU theory.

• Imply certain violations of restricted branch independence.

• Shared Nobel Prize in Econ. (2002)

Page 10: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

RAM/TAX Models

x1 > x2 > K > xi > K > xn > 0

RAMU(G ) =

a( i,n)t( pi )u(xi )i =1

n

a( i,n)t( pi )i =1

n

Page 11: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

RAM Model Parameters

Probability Weighting Function, t(p)

0

0.2

0.4

0.6

0.8

1

0 0.2 0.4 0.6 0.8 1Objective Probability, p

a(1,n) = 1; a(2,n) = 2;K ; a( i,n) = i;K ; a(n ,n) = n

Page 12: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

RAM implies inverse-SCertainty Equivalents of

($100, p; $0)

0

20

40

60

80

100

0 0.2 0.4 0.6 0.8 1

Probability to Win $100

Certainty Equivalent

Page 13: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Allais “Constant Consequence” Paradox

Can be analyzed to compare CPT vs RAM/TAX

A: $1M for sure f B: .10 to win $2M.89 to win $1M

.01 to win $0

C: .11 to win $1M p D: .10 to win $2M.89 to win $0 .90 to win $0

Page 14: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Allais Paradox Analysis

• Transitivity: A f B and B f C A f C

• Coalescing: GS = (x, p; x, q; z, r) ~ G = (x, p + q; z, r)• Restricted Branch Independence:

S = (x, p;y,q;z,r) f R = ( ′ x , p; ′ y ,q;z,r)

′ S = (x, p;y,q; ′ z ,r) f ′ R = ( ′ x , p; ′ y ,q; ′ z ,r)

Page 15: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

A: $1M for sure f B: .10 to win $2M.89 to win $1M

.01 to win $0

A’: .10 to win $1M f B: .10 to win $2M .89 to win $1M .89 to win $1M .01 to win $1M .01 to win $0

A”: .10 to win $1M f B’: .10 to win $2M .89 to win $0 .89 to win $0 .01 to win $1M .01 to win $0

C: .11 to win $1M f D: .10 to win $2M .89 to win $0 .90 to win $0

Page 16: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Decision Theories and Allais Paradox

Branch Independence

Coalescing Satisfied Violated

Satisfied EU, CPT*OPT*

RDU, CPT*

Violated SWU, OPT* RAM, TAX

Page 17: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Kahneman (2003)

“…Our model implied that ($100, .01; $100, .01) — two mutually exclusive .01 chances to gain $100—is

more valuable than the prospect ($100, .02)…The prediction is wrong…of course, because most decision makers will spontaneously transform the former prospect into the latter and treat them as equivalent in subsequent operations of evaluation and choice. To eliminate the problem, we proposed that decision makers, prior to evaluating the prospects, perform an editing operation that collects similar outcomes and adds their probabilities. ”

Page 18: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Web-Based Research

• Series of Studies tests: classical and new paradoxes in decision making.

• People come on-line via WWW (some in lab).

• Choose between gambles; 1 person per month (about 1% of participants) wins the prize of one of their chosen gambles.

• Data arrive 24-7; sample sizes are large; results are clear.

Page 19: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Choice data TAX CE

S R % R S R

15 red $50

85 black $7

10 blue $100

90 white $7

80* 14 < 18

10 red $50

05 blue $50

85 white $7

10 black $100

05 purple $7

85 green $7

49 16 > 15

85 red $100

10 white $50

05 blue $50

85 black $100

10 yellow $100

05 purple $7

63* 68 < 70

85 black $100

15 yellow $50

95 red $100

05 white $7

20* 76 > 62

Page 20: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Allais Paradoxes• Do not require large, hypothetical prizes.• Do not depend on consequence of $0.• Do not require choice between “sure

thing” and 3-branch gamble.• Largely independent of event-framing• Best explained as violation of coalescing

(violations of BI run in opposition).• See JMP 2004, 48, 87-106.

Page 21: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Stochastic Dominance

If the probability to win x or more given A is greater than or equal to the corresponding probability given gamble B, and is strictly Higher for at least one x, we say that A Dominates B by First Order Stochastic Dominance.

P(x ≥ t | A) ≥ P(x ≥ t | B)∀ t ⇒ A f B

Page 22: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Preferences Satisfy Stochastic Dominance

Liberal Standard: If A stochastically dominates B,

P(A f B) ≥ 12

Reject only if Prob of choosing B is signficantly greater than 1/2.

Page 23: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

RAM/TAX Violations of Stochastic Dominance

Page 24: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Which gamble would you prefer to play?

Gamble A Gamble B

90 reds to win $9605 blues to win $1405 whites to win $12

85 reds to win $9605 blues to win $9010 whites to win $12

70% of undergrads choose B

Page 25: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Which of these gambles would you prefer to play?

Gamble C Gamble D

85 reds to win $9605 greens to win $9605 blues to win $1405 whites to win $12

85 reds to win $9605 greens to win $9005 blues to win $1205 whites to win $12

90% choose C over D

Page 26: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

RAM/TAX Violations of Stochastic Dominance

Page 27: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Violations of Stochastic Dominance Refute CPT/RDU, predicted by RAM/TAX

Both RAM and TAX models predicted this violation of stochastic dominance before the experiment, using parameters fit to other data. These models do not violate Consequence monotonicity).

Page 28: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Questions

• How “often” do RAM/TAX models predict violations of Stochastic Dominance?

• Are these models able to predict anything?

• Is there some format in which CPT works?

Page 29: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Do RAM/TAX models imply that people should violate stochastic dominance?Rarely. Only in special cases. Consider “random” 3-branch gambles: *Probabilities ~ uniform from 0 to 1. *Consequences ~ uniform from $1 to $100.

Consider pairs of random gambles. 1/3 of choices involve Stochastic Dominance, but only 1.8 per 10,000 are predicted violations by TAX. Random study of 1,000 trials would unlikely have found such violations by chance. (Odds: 7:1 against)

Page 30: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Can RAM/TAX account for anything?

• No. These models are forced to predict violations of stochastic dominance in the special recipe, given these properties:

• (a) risk-seeking for small p and • (b) risk-averse for medium to large

p in two-branch gambles.

Page 31: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Analysis: SD in TAX model

TAX Model

-20

0

20

-1 0 1

Value of δ

γ = 2

γ = 1

γ = .85

γ = .7

γ = .6

γ = .5

Page 32: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Formats:Birnbaum & Navarrete

(1998)

.05 .05 .90 .10 .05 .85$12 $14 $96 $12 $90 $96

Page 33: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

I: .05 to win $12 J: .10 to win $12 .05 to win $14 .05 to win $90 .90 to win $96 .85 to win $96

Birnbaum & Martin (2003)

Page 34: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Web Format (1999b)

5. Which do you choose?

I: .05 probability to win $12 .05 probability to win $14 .90 probability to win $96 OR J: .10 probability to win $12 .05 probability to win $90 .85 probability to win $96

Page 35: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Reversed Order

5. Which do you choose?

I: .90 probability to win $96 .05 probability to win $14 .05 probability to win $12 OR

J: .85 probability to win $96 .05 probability to win $90 .10 probability to win $12

Page 36: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Pie Charts

Page 37: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Tickets Format

I: 90 tickets to win $96 05 tickets to win $14 05 tickets to win $12

OR

J: 85 tickets to win $96 05 tickets to win $90 10 tickets to win $12

Page 38: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

List Format

I: $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96 $14 $12

OR

J: $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96 $90 $12, $12

Page 39: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Semi-Split List

I: $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96 $14 $12 ORJ: $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96, $96 $90 $12, $12

Page 40: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Marbles: Event-Framing

5. Which do you choose?

I: 90 red marbles to win $96 05 blue marbles to win $14 05 white marbles to win $12 OR

J: 85 red marbles to win $96 05 blue marbles to win $90 10 white marbles to win $12

Page 41: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Decumulative Probability Format

5. Which do you choose?

I: .90 probability to win $96 or more .95 probability to win $14 or more 1.00 probability to win $12 or more OR

J: .85 probability to win $96 or more .90 probability to win $90 or more 1.00 probability to win $12 or more

(This had a significantly higher rate of violation)

Page 42: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

New Formats now being tested: Ticket Tables

Page 43: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Unaligned Table: Coalesced

Page 44: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Unaligned Table: Split

Page 45: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Aligned Table: Coalesced

Page 46: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Aligned Table: Split Form

Page 47: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Fresh Data: hot from Web-Since 4/2/04

• New Tickets Format 83% 04%• Unaligned Table 80% 12%• Aligned Table 78% 08%• Violations of SD in coalesced and

split forms--Choices 5 and 11.(No. Participants so far: 209-- between-Ss: 58, 74, 77)

Page 48: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Coalescing and SD

Gamble A Gamble B

90 red to win $9605 white to win $1205 blue to win $12

85 green to win $9605 yellow to win $9610 orange to win $12

Here coalescing A = B, but 67% of 503 Judges chose B.

Page 49: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Studies of SD: models vs. heuristics

• Do people violate SD by simply averaging the consequences and ignoring probabilities?

• RAM or TAX more accurate in predicting when violations ARE or ARE NOT observed?

Page 50: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9

Probability to win $96 in G–

Proportion of Violations of SD

Observed

Pred-TAX

Pred_RAM

G– = ($96,.85 – r; $90,.05; $12,.1 + r)

Page 51: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90

0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9

Probability to win $96 in G–

Proportion of Violations of SD

Observed

Pred_TAX

Pred_RAM

G– = ($96, .85 – r; $90, .05 + r; $12, .1)

Page 52: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

SD Study 4: Consequences

• 90 black win $97• 05 yellow win $15• 05 purple win $13

• 85 red to win $95• 05 blue to win $91• 10 white to win $11

Predictions of TAX: 70% for ($97, $13) 68% for ($95, $11). Observed: 72% and 68% n = 315

Page 53: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

SD Study 4: middle Branch

• 90 red win $96• 05 blue win $14

• 05 white win $12

• 85 red win $96• 05 blue win $70• 10 white win $12

Predictions of RAM and TAX

Are 64% and 60%, respectively.

Observed is 70%, n = 315.

Page 54: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Effect of Middle BranchG– = ($96, .85; x , .05; $12, .10)

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

0 10 20 30 40 50 60 70 80 90 100

Value of Middle Consequence in G–

Observed Data

TAX prior preds

RAM prior preds

Page 55: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

SD Study 5: All 3 conseqs.

• 90 black win $97• 05 yellow win $15• 05 purple win $13

• 85 red win $90• 05 blue win $80• 10 white win $10

Predictions of TAX and RAM

are 63% and 50%, respectively.

Observed is 57%*, n = 394

Page 56: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Summary: 23 Studies of SD, 8653 participants

• Huge effects of splitting vs. coalescing of branches-70% vs 10%

• Small effects of gender, education, in decision-making

• Very small effects of probability format, displays

• Miniscule effects of event framing (framed vs unframed)

Page 57: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Summary SD (continued)

• People respond to changes in probability, contrary to counting heuristic.

• Both RAM and TAX can violate probability monotonicity, data closer to TAX than RAM. (* more)

• People respond to changes in consequences, but not extremely.

Page 58: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Case against CPT/RDU

• 1. Violations of Stochastic Dominance• 2. Violations of Coalescing (Event-

Splitting)• 3. Violations of Lower Cumulative

Independence• 4. Violations of Upper Cumulative

Independence• 5. Violations of Wu’s 3-Upper Tail

Independence ( OI, but tests RDU)

Page 59: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Upper Cumulative Independence

R': 72% S': 28% .10 to win $10 .10 to win $40 .10 to win $98 .10 to win $44 .80 to win $110 .80 to win $110

R''': 34% S''': 66% .10 to win $10 .20 to win $40 .90 to win $98 .80 to win $98

′ R f ′ S ⇒ ′ ′ ′ R ff ′ ′ ′ S

Page 60: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Lower Cumulative Independence

R: 39% S: 61% .90 to win $3 .90 to win $3 .05 to win $12 .05 to win $48 .05 to win $96 .05 to win $52

R'': 69% S'': 31%.95 to win $12 .90 to win $12.05 to win $96 .10 to win $52

R p S ⇒ ′ ′ R pp ′ ′ S

Page 61: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Summary: UCI & LCI

22 studies with 33 Variations of the Choices, 6543 Participants, & a variety of display formats and procedures. Significant Violations found in all studies.

Page 62: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Wu’s (94) Upper Tail Test

• 50 to win $0• 07 to win $68• 43 to win $92

• 50 to win $0• 07 to win $68• 43 to win $97

34%• 52 to win $0• 48 to win $92

62%• 52 to win $0• 05 to win $92• 43 to win $97

Page 63: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

5 “Paradoxes” that contradict CPT model

6. Violations of Restricted Branch Independence opposite predictions of inverse-S weighting function. Allais.

7. Violations of 4-distribution independence, favor TAX over RAM

8. 3-Lower Distribution Independence9. 3-Upper Distribution Independence10. 3-2 Distribution Independence.

Page 64: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Restricted Branch Indep.

S’: .1 to win $40

.1 to win $44 .8 to win $100

S: .8 to win $2 .1 to win $40 .1 to win $44

R’: .1 to win $10

.1 to win $98 .8 to win $100

R: .8 to win $2 .1 to win $10 .1 to win $98

CPT R’S, but SR’ is sig. more freq.

Page 65: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

Restricted Branch Independence Summary

• 28 studies of RBI with 7341 participants

• Most find SR’ reversals are more

frequent than RS’• This pattern is opposite the

implications of CPT with inverse-S weighting function

Page 66: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

3-Upper Distribution Ind.

S’: .10 to win $40

.10 to win $44 .80 to win $100

S2’: .45 to win $40

.45 to win $44 .10 to win $100 67%*

R’: .10 to win $4

.10 to win $96 .80 to win $100 56%*

R2’: .45 to win $4

.45 to win $96 .10 to win $100

Page 67: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

3-Lower Distribution Ind.

S’: .80 to win $2 .10 to win $40 .10 to win $44

S2’: .10 to win $2 .45 to win $40 .45 to win $44

R’: .80 to win $2 .10 to win $4 .10 to win $96

R2’: .10 to win $2 .45 to win $4 .45 to win $96

Page 68: 1 Ten “New Paradoxes” of Risky Decision Making Michael H. Birnbaum Decision Research Center California State University, Fullerton

3-2 Lower Distribution Ind.

S’: .04 to win $2

.48 to win $4066% .48 to win $44

S2’: .50 to win $40

69% .50 to win $44

R’: .04 to win $2 .48 to win $4 .48 to win $96

R2’: .50 to win $4 .50 to win $96

CPT R’ f S’ and S2’ f R2’.