On the interplay of data and cognitive bias in crisis information
management -- An exploratory study on epidemic response
- URL: http://arxiv.org/abs/2201.03508v1
- Date: Mon, 10 Jan 2022 18:05:18 GMT
- Title: On the interplay of data and cognitive bias in crisis information
management -- An exploratory study on epidemic response
- Authors: David Paulus and Ramian Fathi and Frank Fiedrich and Bartel Van de
Walle and Tina Comes
- Abstract summary: Humanitarian crises are prone to induce biases in the data and the cognitive processes of analysts and decision-makers.
We investigated whether adaptive approaches mitigate the interplay of data and cognitive biases.
We found that analysts fail to successfully debias data, even when biases are detected.
We suggest debiasing as a possible counter-strategy against these bias effects in crisis information management.
- Score: 0.0
- License: http://creativecommons.org/licenses/by-nc-sa/4.0/
- Abstract: Humanitarian crises, such as the 2014 West Africa Ebola epidemic, challenge
information management and thereby threaten the digital resilience of the
responding organizations. Crisis information management (CIM) is characterised
by the urgency to respond despite the uncertainty of the situation. Coupled
with high stakes, limited resources and a high cognitive load, crises are prone
to induce biases in the data and the cognitive processes of analysts and
decision-makers. When biases remain undetected and untreated in CIM, they may
lead to decisions based on biased information, increasing the risk of an
inefficient response. Literature suggests that crisis response needs to address
the initial uncertainty and possible biases by adapting to new and better
information as it becomes available. However, we know little about whether
adaptive approaches mitigate the interplay of data and cognitive biases.
We investigated this question in an exploratory, three-stage experiment on
epidemic response. Our participants were experienced practitioners in the
fields of crisis decision-making and information analysis. We found that
analysts fail to successfully debias data, even when biases are detected, and
that this failure can be attributed to undervaluing debiasing efforts in favor
of rapid results. This failure leads to the development of biased information
products that are conveyed to decision-makers, who consequently make decisions
based on biased information. Confirmation bias reinforces the reliance on
conclusions reached with biased data, leading to a vicious cycle, in which
biased assumptions remain uncorrected. We suggest mindful debiasing as a
possible counter-strategy against these bias effects in CIM.
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