10: PRIOR ACTION: (A) Perform required change or action (before it is needed or necessary) to an object (or system) either fully or partially in advance, (B) Place or arrange objects (or systems) in advance such that they can come into action from the most convenient location and when needed (without any delay or idle time).
EXAMPLE: Sterilized Surgical Instruments, Pre-Cooked Food or Ready Meals, Reusable Components, Pre-Assembled Sub- Assemblies, Post-It, Self-Adhesive Postal Stamps, Pre- Pasted/Printed Wall Papers, Fire Extinguishers (in proximity of fire prone areas), Road Signs, Telephone Directory, Fire Drills. , Web Page Indexing (Internet Search), Pre-Heating Car (During Winter).
SYNONYMS: PRELIMINARY ACTION
ACB:
The Preliminary Action principle involves taking specific actions before a problem arises to prevent the problem or to minimize its impact. Instead of waiting for a problem to occur and then addressing it, this principle focuses on proactive measures. The idea is to anticipate potential issues and take actions to eliminate or mitigate them in advance. This principle encourages identifying and addressing challenges at the early stages, preventing them from becoming significant obstacles. It aligns with the concept of proactive problem-solving and risk management.
Perform required changes (useful action or operations or process) to (or by) an object completely or partially in advance (ahead of time): Performing required changes in advance enables engineers to anticipate and address potential challenges or opportunities before they arise, leading to more efficient, reliable, and resilient technical systems. By leveraging predictive analytics, automation, and advanced planning techniques, engineers can optimize system performance and enhance overall effectiveness across various domains. This principle involves initiating necessary changes or actions to an object before they are immediately required, either partially or completely in advance. By proactively addressing potential needs or requirements, engineers can enhance the efficiency, reliability, and performance of technical systems. Here are examples of technical systems where this principle could be applied:
Predictive Maintenance in Manufacturing: In manufacturing plants, predictive maintenance systems analyze equipment performance data to anticipate potential failures before they occur. By monitoring parameters such as temperature, vibration, and lubricant quality, these systems can detect early signs of equipment degradation and initiate maintenance activities, such as lubrication or part replacement, in advance. This proactive approach minimizes downtime and prevents costly equipment failures. Traffic Management Systems: Traffic management systems utilize real-time data and predictive algorithms to optimize traffic flow and reduce congestion on roadways. By analyzing historical traffic patterns, weather forecasts, and special events, these systems can anticipate traffic bottlenecks or accidents before they occur and adjust traffic signals or route traffic to alternative routes in advance. This proactive approach helps minimize traffic delays and improve overall transportation efficiency. Smart Grid Technology: In electrical power distribution systems, smart grid technology enables utilities to anticipate and manage fluctuations in electricity demand more effectively. By integrating sensors, meters, and automated control systems, smart grids can anticipate peak demand periods and adjust power generation and distribution accordingly. For example, utilities can remotely adjust power output from renewable energy sources or deploy energy storage systems to supplement grid capacity during peak demand periods. This proactive approach helps ensure reliable electricity supply and optimize energy efficiency. Weather Forecasting and Disaster Preparedness: Weather forecasting and disaster preparedness systems utilize advanced modeling techniques and satellite imagery to anticipate extreme weather events, such as hurricanes, tornadoes, or floods, in advance. By issuing timely warnings and implementing emergency response plans, authorities can evacuate residents, reinforce infrastructure, and allocate resources to mitigate the impact of these events. This proactive approach helps save lives, protect property, and minimize disruption to communities.
Place (pre-arrange) objects in advance so that they can go into action immediately (without waiting or consuming time) from the most convenient location (better relative position in space and/or time as in dynamicity): Pre-arranging objects in advance enables engineers to optimize resource allocation, streamline operations, and improve system responsiveness in a wide range of applications. By strategically positioning objects for immediate action from the most convenient locations, engineers can enhance efficiency, reduce delays, and maximize system performance across various domains. This principle emphasizes the strategic arrangement of objects or resources in advance to enable immediate action from the most advantageous position, whether in terms of spatial proximity or temporal readiness. By pre-arranging objects in optimal locations or configurations, engineers can minimize delays, enhance efficiency, and improve overall system performance. Here are examples of technical systems where this principle could be applied:
Warehouse Management Systems: In warehouse operations, goods are pre-arranged and strategically positioned to facilitate efficient picking, packing, and shipping processes. By organizing inventory based on factors such as demand forecast, product popularity, and storage capacity, warehouse managers can ensure that items are readily accessible and can be dispatched for delivery without delay. Automated retrieval systems, such as robotic palletizers or conveyor belts, further streamline the process by enabling rapid movement of goods to the shipping area from the most convenient locations within the warehouse. Emergency Response Systems: In emergency response scenarios, such as firefighting or disaster relief operations, pre-positioning of resources is crucial to expedite response times and minimize the impact of emergencies. Fire departments, for example, strategically station firefighting equipment, such as fire trucks and hydrants, in locations that provide optimal coverage and accessibility to high-risk areas. Similarly, disaster relief organizations pre-position supplies, such as food, water, and medical supplies, in strategic locations to ensure rapid deployment and distribution in the event of natural disasters or humanitarian crises. Military Logistics: In military operations, pre-positioning of equipment and supplies is essential for maintaining readiness and response capabilities. Military forces strategically deploy assets, such as ammunition depots, fuel caches, and forward operating bases, in locations that provide tactical advantage and operational flexibility. By pre-arranging resources in proximity to potential conflict zones or strategic objectives, military planners can ensure rapid deployment and sustained support to troops in the field, minimizing logistical challenges and maximizing operational effectiveness. Public Transportation Systems: In urban transportation systems, pre-arrangement of vehicles and scheduling of routes are critical for optimizing service reliability and minimizing passenger wait times. Transit agencies utilize advanced scheduling algorithms and real-time tracking systems to coordinate the movement of buses, trains, and other vehicles in response to passenger demand and traffic conditions. By pre-positioning vehicles at key transit hubs and strategically timing departures, transportation operators can ensure efficient and timely service delivery, enhancing the overall passenger experience.
The principle of “prior action” involves preparing a system or implementing actions in advance to counteract or respond to anticipated conditions, challenges, or events. It’s about taking proactive measures before a problem arises or in anticipation of potential future issues. The concept of prior action aligns with the idea of being proactive rather than reactive. Instead of waiting for a problem to occur and then addressing it, the goal is to take strategic actions beforehand to prevent or mitigate the impact of potential issues.
For example: Some laptops and smartphones have a quick wake-up feature that allows the device to wake from sleep mode almost instantly. This is achieved by keeping certain components active in a low-power state. Operating systems are designed to be efficient and optimized for quick startup. Various optimizations, including streamlined code and processes, contribute to faster boot times. Mobile phones and laptops often prioritize essential background processes and apps during startup, ensuring that critical functions are available quickly. Non-essential processes may start in the background after the device is already operational. Caching and prefetching mechanisms are used to store frequently accessed data in a way that allows for quicker retrieval, reducing the time it takes to load applications and files. Some devices perform software updates and maintenance tasks in the background during periods of inactivity to ensure that the latest software is ready when the user decides to use the device.
This proactive approach can lead to more efficient and effective problem-solving. For example: Regularly inspecting and maintaining machinery to prevent breakdowns and failures, Implementing security protocols in advance to protect against potential threats, Taking measures to protect the environment before industrial activities commence, Encouraging healthy habits and regular check-ups to prevent health issues, Developing plans and strategies to respond to emergencies before they occur. In essence, the prior action principle encourages a forward-thinking mindset where efforts are focused on anticipating and addressing challenges before they become critical problems. This aligns with the broader philosophy of finding inventive solutions through systematic and structured problem-solving approaches.
Development of commercially produced breakfast cereals (pre-processed foods) can be attributed to various pioneers in the late 19th and early 20th centuries. Two notable figures associated with the early development of breakfast cereals are Dr. John Harvey Kellogg and C.W. Post. Dr. Kellogg, a Seventh-day Adventist, is often credited with creating the first ready-to-eat breakfast cereal. In the late 19th century, he and his brother, Will Keith Kellogg, accidentally discovered cornflakes. C.W. Post is known for creating Grape-Nuts, another early breakfast cereal, in the late 19th century. Similar to Kellogg, Post aimed to provide a healthier and convenient alternative to traditional breakfasts. One of the motivations behind developing cereal was to provide a convenient and easily digestible alternative to traditional, heavier breakfasts of the time. The development of cereal was a preliminary action to address the perceived health issues associated with heavy breakfasts. The focus on the nutritional quality of the breakfast cereal is a localized improvement. The manufacturing process for breakfast cereals involves several steps: Ingredients like grains, sugar, and flavorings are mixed. The mixture is passed through an extruder, where it undergoes cooking and shaping. The extruded mixture is cut into desired shapes (flakes, loops, etc.) and formed into individual pieces. The formed cereal pieces are dried to remove moisture. Cereals may undergo toasting for added flavor and crispiness. The final product is packaged for distribution.
The Preliminary Action or prior action principle encourages businesses and technical teams to adopt a strategic and forward-thinking approach. By identifying potential contradictions and challenges in advance, organizations can develop plans and strategies to address these issues before they escalate, leading to more effective and sustainable solutions. It helps resolve contradictions related to potential problems, inefficiencies, or risks by addressing them proactively:
(i) Implement rigorous quality control measures and invest in preventive measures during the production process to reduce defects and ensure higher quality without compromising cost-effectiveness. (ii) Implement proactive maintenance schedules, conduct regular inspections, and employ predictive maintenance technologies to minimize unexpected breakdowns and reduce overall downtime. (iii) Increasing the efficiency of a machine may lead to increased wear and tear. Regularly monitoring and replacing components before they wear out to maintain high efficiency.
(iv) Conducting thorough risk assessments and implementing risk mitigation strategies as a prior action before pursuing opportunities. Investing in market research and trend analysis to anticipate changes in customer preferences or expand into new markets. (v) Implement robust cybersecurity protocols, conduct regular security audits, and educate employees on cybersecurity best practices to minimize the risk of cyber threats. (vi) Invest in sustainable practices from the outset, incorporating eco-friendly technologies and materials to minimize the environmental impact without compromising economic viability. (vii) Proactively engaging with regulatory bodies, conducting compliance assessments, and making adjustments before launching innovations.
Prior Action principle emphasizes performing necessary actions in advance to mitigate potential problems or improve the efficiency of a system. Setting reminders can indeed be seen as an example of applying the Prior Action principle. Anticipating Forgetfulness: By setting reminders, individuals anticipate the possibility of forgetting important tasks, appointments, or deadlines. This proactive approach acknowledges the potential problem of forgetfulness and takes action in advance to mitigate its impact. Preventing Errors: Reminders help prevent errors that may occur due to forgetting essential tasks or commitments. By setting reminders for important events or tasks, individuals reduce the risk of missing deadlines or appointments, thereby improving efficiency and reliability. By planning ahead and setting reminders for upcoming events or deadlines, individuals can allocate their time more efficiently and ensure that critical tasks are completed on time. Enhancing Productivity: Reminders serve as cues that prompt individuals to take necessary actions or make important decisions. By setting reminders for specific tasks or goals, individuals can stay focused and motivated, leading to increased productivity and achievement of objectives. Overall, setting reminders exemplifies the Prior Action principle by anticipating potential problems, taking proactive measures to mitigate risks, and improving the efficiency and reliability of task management and decision-making processes.
The adhesive is applied to the notes during the manufacturing process, well before the user intends to use them. The adhesive becomes active and serves its purpose when pressure is applied during the sticking process. This approach of applying adhesive in advance aligns with the principle of Prior Action, contributing to the convenience and user-friendliness of sticky notes. The adhesive is ready for use, and users don’t need to apply it separately when sticking the notes to surfaces.
The adhesive on sticky notes, also known as Post-it notes (useful for temporary notes, reminders, and communication), is a pressure-sensitive adhesive. This type of adhesive is tacky at room temperature and forms a bond when pressure is applied. The sticky side of the note is coated with tiny microcapsules containing the adhesive. When you press the sticky side of the note onto a surface, the pressure ruptures these microcapsules, releasing the adhesive. The adhesive forms a temporary bond with the surface, allowing the note to stick. The bond is strong enough to keep the note in place but weak enough that the note can be easily peeled off without causing damage to the surface or the note itself. Sticky notes can be easily moved and repositioned without leaving residue behind. They are designed not to damage surfaces, making them suitable for a variety of applications. No need for additional glue or tape; the adhesive is already on the note. The pressure-sensitive adhesive resolves this contradiction by being strong enough to stick, yet easily removable. Separating an object or process into parts that can move independently can lead to inventive solutions. In the case of sticky notes, the microcapsules containing the adhesive can be seen as a form of segmentation. The adhesive is only released when pressure is applied, allowing for controlled and selective activation.
The spring mechanism in a stapler is designed to align with the prior action principle by storing energy and positioning staples in a ready-to-use state only when the user intends to staple. This mechanism efficiently addresses safety concerns, energy storage, and the balance between convenience and accident prevention.
The stapler typically contains a spring-loaded mechanism. When you load the stapler, the spring is compressed. When you insert a strip of staples into the stapler, they are positioned in such a way that they are ready to be driven into the paper. The spring, when released, exerts force on the stapler’s driver blade, pushing the staples toward the front edge of the stapler. When the user presses down on the stapler, the driver blade moves forward rapidly due to the stored energy in the spring, driving a staple through the paper. Having exposed staples at all times could pose a safety risk. The spring mechanism ensures that the staples are exposed and ready for use only when the user is actively engaging the stapler, addressing the safety concern.
Storing energy in the stapler for a quick and efficient stapling process could lead to potential safety hazards if not controlled. The spring mechanism efficiently stores energy for rapid stapling but ensures that this energy is released only when the user initiates the stapling action, preventing unintentional firing. Having a stapler always ready for use may lead to accidental staple discharge. The spring mechanism addresses this by making the stapler ready for use only when intentional pressure is applied, preventing accidental discharges. A compact stapler design may limit the space for staple storage and positioning. The spring mechanism allows for efficient use of space by storing the staples in a compressed position until needed, maximizing the stapler’s functionality within its compact design.
The landmines are deployed in advance to counteract potential threats or unauthorized movements in a specific area. Landmines are typically used as defensive tools, but they come with ethical and humanitarian concerns due to their indiscriminate nature and long-lasting impact. The principle of prior action involves preparing a system in advance to counteract or respond to anticipated actions or conditions. The use of landmines addresses a contradiction between the need to defend a specific area or territory and the lack of continuous human presence to monitor and respond to potential threats. Landmines act as a persistent deterrent and defensive measure. The deployment of landmines helps solve the problem of securing a specific geographic area without the need for constant human surveillance. It creates a physical barrier that poses a threat to anyone attempting to traverse the mined area without proper knowledge or guidance.
Landmines are typically designed to activate when pressure is applied or when a specific trigger is tripped. This trigger mechanism can be a physical pressure plate, magnetic influence, or other sensors. When activated, the landmine explodes, causing damage to personnel or vehicles in the vicinity. However, it’s essential to note that the use of landmines raises significant ethical concerns and has been widely criticized for several reasons (i) Landmines do not differentiate between combatants and civilians, often causing harm to innocent individuals, including children. (ii) Landmines remain active for extended periods (continuity of useful or intended action), posing a threat long after conflicts have ended. They can hinder post-war reconstruction and create challenges for local communities. (iii) Landmines can cause accidental severe injuries, lead to amputations, and have a lasting impact on the affected populations, hindering economic development and normal life. Due to these ethical concerns, there has been a global effort to ban the use of landmines, and international agreements, such as the Ottawa Treaty, aim to eliminate their production, stockpiling, and use. Many countries have pledged to work towards clearing existing minefields and providing assistance to landmine victims. The humanitarian consequences of landmines have led to a broader recognition of the need for more humane and ethical alternatives to address security concerns.
There are several popular risk management frameworks and methods used by organizations to identify, assess, and mitigate risks. ISO 31000: Risk Management: The International Organization for Standardization (ISO) developed ISO 31000 as a standard for risk management. It provides principles, a framework, and a process for managing risk effectively. COSO Enterprise Risk Management (ERM) Framework: The Committee of Sponsoring Organizations of the Treadway Commission (COSO) developed the ERM Framework, which is widely used for integrating risk management with an organization’s strategy and performance. NIST Risk Management Framework (RMF): The National Institute of Standards and Technology (NIST) developed the RMF, a structured approach to managing information security risk that is widely used, especially in government agencies. PMI Risk Management Framework: The Project Management Institute (PMI) provides a risk management framework within its Project Management Body of Knowledge (PMBOK). It outlines processes for risk management in project management. FAIR (Factor Analysis of Information Risk): FAIR is a quantitative risk analysis framework that focuses on providing a standard for understanding, analyzing, and measuring information risk.
CRAMM (CCTA Risk Analysis and Management Method): CRAMM is a risk assessment and management methodology primarily used in the information technology sector. It helps identify and prioritize risks based on impact and likelihood. COSO Internal Control Framework: While primarily focused on internal control, the COSO Internal Control Framework is often used in conjunction with the COSO ERM Framework for a comprehensive risk management approach. ITIL (Information Technology Infrastructure Library): ITIL includes practices for IT service management, and its risk management processes help organizations manage risks related to their IT services effectively. Bowtie Risk Management: The Bowtie method is a visual risk assessment tool that uses a bowtie diagram to illustrate the relationship between potential causes, preventive and mitigative controls, and consequences of a specific risk. Agile Risk Management: In Agile project management methodologies, risk management is integrated throughout the project life cycle. Agile teams regularly identify and address risks during iterative development. ISO/IEC 27005: Information Security Risk Management: This ISO standard specifically addresses risk management within the context of information security.
The process of putting eye drops in a patient’s eyes before an eye examination is often done for a procedure known as “dilation” or “pupil dilation.” This involves the application of dilating eye drops to enlarge the pupils, providing the eye care professional with a better view of the internal structures of the eye. The eye care professional administers dilating eye drops into each eye. These drops typically contain medications like tropicamide or phenylephrine. The patient is then instructed to wait for a certain period, usually around 20-30 minutes, to allow the eye drops to take effect. The medications cause the muscles in the iris (colored part of the eye) to relax, leading to pupil dilation. This allows more light to enter the eye. Dilation provides a wider and clearer view of the retina, optic nerve, and other internal structures of the eye. This is especially important for a comprehensive eye examination.
Dilated pupils enable eye care professionals to detect various eye conditions, including diabetic retinopathy, macular degeneration, glaucoma, and other retinal disorders. Dilating the pupils also helps in accurately assessing the refractive error of the eye, including myopia (nearsightedness), hyperopia (farsightedness), and astigmatism. Pupil dilation is often necessary for fundus photography, a diagnostic imaging technique that captures detailed images of the back of the eye, including the retina. Administering the eye drops before the examination aligns with the prior action principle. This ensures that the eyes are adequately dilated and ready for a thorough examination. The use of dilating eye drops eliminates potential harmful actions related to limited visibility during an eye examination. It improves the ability to identify and diagnose eye conditions accurately. The dilation process addresses contradictions related to the limited field of view in a non-dilated eye. It allows the eye care professional to see more details without causing harm to the patient. While the dilation process provides valuable information for eye care professionals, it may cause temporary blurred vision and increased sensitivity to light for the patient. These effects are usually short-lived and subside as the medication wears off. Overall, pupil dilation is a standard practice that enhances the accuracy of eye examinations and aids in the early detection of various eye disorders.
In the medical and healthcare industry, there are several examples of the application of the “prior action” principle to improve patient outcomes, streamline processes, and enhance the efficiency of medical procedures. The “prior action” principle is evident in various aspects of healthcare, contributing to improved patient care and outcomes: (i) Administering antibiotics prior to surgery is a common practice to reduce the risk of surgical site infections. This prior action helps create a more sterile environment and minimizes the potential for postoperative complications. (ii) Childhood vaccinations are often given before potential exposure to infectious diseases. This prior action stimulates the immune system to develop immunity, preventing or reducing the severity of future infections. (iii) Regular screenings, such as mammograms, colonoscopies, and Pap smears, are examples of prior actions in preventive healthcare. Detecting potential issues early allows for timely intervention and improved treatment outcomes. (iv) Prescribing medications for preventive purposes, such as statins to lower cholesterol or aspirin for cardiovascular health, is a prior action aimed at reducing the risk of future health problems.
(v) Instructing patients to fast before certain medical procedures or surgeries is a prior action to ensure an empty stomach, reducing the risk of complications such as aspiration during anesthesia. (vi) Administering contrast agents before medical imaging procedures, like CT scans or MRIs, is a prior action to enhance the visibility of specific structures or abnormalities, aiding in accurate diagnosis. (vii) Providing counseling on lifestyle modifications (e.g., diet, exercise, smoking cessation) is a prior action to prevent the development or progression of chronic conditions such as diabetes or cardiovascular disease. (viii) Regular dental check-ups, cleanings, and the application of fluoride treatments are prior actions in dentistry aimed at preventing cavities, gum disease, and other oral health issues. (ix) Administering medications to manage chronic conditions, such as hypertension or diabetes, is a prior action to prevent complications and maintain optimal health. (x) Conducting preoperative imaging, such as MRI or CT scans, is a prior action to help surgeons plan procedures, understand anatomical variations, and anticipate potential challenges during surgery.
The planning fallacy is a cognitive bias in which individuals tend to underestimate the amount of time, resources, or effort required to complete a task or achieve a goal. This bias leads people to be overly optimistic about their abilities and the feasibility of their plans, resulting in deadlines being missed, budgets exceeded, and objectives not fully realized. The planning fallacy can be observed in various contexts, including personal projects, business endeavors, and public infrastructure projects. Some key characteristics of the planning fallacy include: Optimistic estimations: Individuals tend to make overly optimistic predictions about how long it will take to complete a task or project, often failing to account for potential obstacles, delays, or unforeseen complications. Ignoring past experiences: Despite previous instances of similar tasks taking longer than expected, individuals may fail to learn from past experiences and continue to underestimate the time and effort required for future projects. Overconfidence in abilities: People may be overly confident in their own abilities to complete tasks efficiently and effectively, leading them to underestimate the challenges involved and the resources needed. Failure to consider external factors: The planning fallacy often involves a failure to consider external factors, such as dependencies on other people or events, changes in circumstances, or the need for additional resources.
Mitigating the planning fallacy requires taking proactive steps to improve planning and decision-making processes. Some strategies to counteract the effects of the planning fallacy include: Reference class forecasting: Instead of relying solely on optimistic estimates, individuals can use reference class forecasting, which involves comparing the current project to similar past projects to provide a more realistic estimate of time, cost, and resources needed. Breakdown of tasks: Breaking down large tasks or projects into smaller, more manageable components can help individuals identify potential challenges and dependencies, leading to more accurate planning and estimation. Buffering time and resources: Building in buffers of time and resources to account for potential delays, setbacks, and unforeseen circumstances can help mitigate the impact of unexpected obstacles on project timelines and budgets. Regular review and adjustment: Continuously reviewing and adjusting plans based on new information, changing circumstances, and lessons learned from past experiences can help individuals adapt to evolving situations and improve the accuracy of their planning over time. By recognizing and addressing the planning fallacy, individuals and organizations can improve their ability to effectively plan, execute, and complete projects and tasks.
Anchoring is a cognitive bias that influences the way people make decisions and judgments. It occurs when individuals rely too heavily on initial information (the “anchor”) when making subsequent judgments or estimates. The initial piece of information, or anchor, can come from various sources, such as a suggested price in a negotiation, a starting point in a numerical estimation task, or even a casual comment in a conversation. Once an anchor is established, people tend to adjust their subsequent judgments or estimates from that starting point, but they often do not adjust enough, resulting in biased decisions. For example, in a negotiation, if a seller sets a high initial price for a product, the buyer may be influenced by this anchor and perceive subsequent price offers as reasonable or even low, even if they are higher than what they would have considered without the anchor. Similarly, in numerical estimation tasks, if participants are given an initial number (even if it’s random), they tend to adjust their estimates around that number. Anchoring can have significant effects on decision-making in various contexts, including financial decision-making, purchasing behavior, and problem-solving. Being aware of the anchoring bias can help individuals make more informed decisions by consciously considering other relevant information and avoiding over-reliance on initial anchors. Additionally, providing multiple anchors or using strategies to counteract the influence of anchors can help mitigate the bias.
The framing effect is a cognitive bias where people react differently to a particular choice depending on how it is presented or framed. In other words, the way information is presented can significantly influence individuals’ decisions and judgments, even if the underlying information remains the same. Here are a few key points about the framing effect: Positive vs. Negative Framing: Choices can be framed in terms of potential gains (positive framing) or potential losses (negative framing). Research has shown that people tend to be risk-averse when options are presented in terms of potential gains, preferring certainty. Conversely, when options are presented in terms of potential losses, people may be more willing to take risks to avoid losses. Example: Consider a medical treatment option presented in two different ways: Positive Frame: “This treatment has a 70% success rate.” Negative Frame: “This treatment has a 30% failure rate.” Even though the information is the same, people may respond differently to these frames. Some may prefer the positive frame focusing on success, while others may be swayed by the negative frame highlighting failure.
Context and Framing: The context in which information is presented can also influence framing effects. For example, how a political issue is framed in the media can shape public opinion and influence policy decisions. Mitigating the Framing Effect: While the framing effect is a powerful cognitive bias, individuals can mitigate its impact by being aware of it and critically evaluating information presented in different frames. By considering the underlying facts and reframing choices in objective terms, individuals can make more informed decisions. The framing effect has important implications in various domains, including marketing, public policy, and decision-making. Understanding how framing influences perceptions and choices can help individuals and organizations communicate more effectively and make decisions that align with their goals and values.
Congruence bias, also known as confirmation bias, refers to the tendency of individuals to seek out, interpret, and remember information in a way that confirms their pre-existing beliefs, hypotheses, or expectations, while ignoring or discounting contradictory evidence. This bias can lead people to selectively attend to information that aligns with their existing views and to dismiss or rationalize information that contradicts them. Key aspects of congruence bias (confirmation bias) include: Selective Attention: Individuals affected by congruence bias are more likely to pay attention to information that supports their existing beliefs or hypotheses, while disregarding or minimizing information that challenges them. This selective attention can lead to a skewed perception of reality and an overestimation of the evidence supporting one’s own views. Interpretation and Evaluation: Congruence bias influences how people interpret and evaluate information. When presented with ambiguous or uncertain evidence, individuals may interpret it in a way that confirms their existing beliefs, leading to biased judgments and decisions. Likewise, they may evaluate evidence that supports their views more favorably and scrutinize or criticize evidence that contradicts them. Memory and Recall: Congruence bias also affects memory processes, as individuals are more likely to remember information that confirms their beliefs and forget or distort information that contradicts them. This selective memory can reinforce existing biases over time, making it difficult to update one’s beliefs in the face of new evidence. Impact on Decision-Making: Congruence bias can have significant implications for decision-making processes, as it can lead individuals to make biased judgments and choices based on incomplete or distorted information. By selectively attending to information that confirms their beliefs, individuals may overlook alternative perspectives or courses of action, resulting in suboptimal decisions.
To mitigate congruence bias (confirmation bias), individuals can: Actively seek out diverse perspectives and information sources to counteract the influence of pre-existing beliefs. Engage in critical thinking and skepticism, questioning the validity of evidence and considering alternative explanations. Challenge assumptions and beliefs by actively seeking out contradictory evidence and being open to revising one’s views in light of new information. Encourage a culture of constructive debate and inquiry, where differing viewpoints are valued and respected. By being aware of congruence bias (confirmation bias) and taking steps to mitigate its influence, individuals can make more informed and rational judgments, leading to better decision-making outcomes.
Hindsight Bias: Hindsight Bias is a cognitive bias where individuals overestimate their ability to predict an outcome after it has already occurred. In the context of designing a technical system, Hindsight Bias might lead designers to believe that certain design decisions or features were obvious or inevitable in retrospect, even if they were not obvious at the time. This can lead to an underestimation of the complexity or uncertainty involved in design decisions and may hinder learning from past design experiences. Similarly, when solving technical problems, individuals affected by Hindsight Bias may believe that they could have easily predicted the outcome of a problem after it has been resolved, leading to overconfidence in their problem-solving abilities. To mitigate this bias, designers and problem solvers should reflect on the decision-making process leading up to a design or problem-solving outcome, considering the information available at the time and avoiding the temptation to view outcomes as more predictable than they actually were.
1: Mass of the moving object: [’10: Force’, ’11: Tension, Pressure’, ’12: Shape’, ’24: Information loss’, ’25: Time loss’]
2: Mass of the non-moving object: [‘4: Length of the non-moving object’, ’10: Force’, ’11: Tension, Pressure’, ’12: Shape’, ’14: Strength’, ’24: Information loss’, ’25: Time loss’, ’27: Reliability’, ’29: Accuracy of manufacturing’, ’36: Complexity of the structure’]
3: Length of the moving object: [’10: Force’, ’12: Shape’, ’17:Temperature’, ’23: Material loss’, ’27: Reliability’, ’29: Accuracy of manufacturing’, ’34: Convenience of repair’]
4: Length of the non-moving object: [‘6: Area of the non-moving object’, ’10: Force’, ’16: Action time of the non-moving object’, ’23: Material loss’, ’29: Accuracy of manufacturing’]
5: Area of the moving object: [’11: Tension, Pressure’, ’21: Power’, ’23: Material loss’, ’34: Convenience of repair’, ’39: Productivity’]
6: Area of the non-moving object: [’11: Tension, Pressure’, ’16: Action time of the non-moving object’, ’23: Material loss’, ’25: Time loss’, ’39: Productivity’]
7: Volume of the moving object: [’13: Stability of the object’, ’17:Temperature’, ’18: Brightness, Visibility’, ’23: Material loss’, ’25: Time loss’, ’34: Convenience of repair’, ’39: Productivity’]
8: Volume of the non-moving object: [‘2: Mass of the non-moving object’, ’23: Material loss’, ’29: Accuracy of manufacturing’, ’39: Productivity’]
9: Speed: [’18: Brightness, Visibility’, ’23: Material loss’, ’26: Amount of substance’, ’29: Accuracy of manufacturing’, ’35: Adaptability’, ’36: Complexity of the structure’, ’38: Level of automation’]
10: Force: [‘4: Length of the non-moving object’, ‘5: Area of the moving object’, ’12: Shape’, ’13: Stability of the object’, ’14: Strength’, ’17:Temperature’, ’19: Energy consumption of the moving object’, ’25: Time loss’, ’28: Accuracy of measurement’, ’36: Complexity of the structure’, ’37: Complexity of control and measurement’]
11: Tension, Pressure: [‘1: Mass of the moving object’, ‘2: Mass of the non-moving object’, ‘3: Length of the moving object’, ‘5: Area of the moving object’, ‘6: Area of the non-moving object’, ‘7: Volume of the moving object’, ’12: Shape’, ’19: Energy consumption of the moving object’, ’21: Power’, ’23: Material loss’, ’26: Amount of substance’, ’27: Reliability’, ’39: Productivity’]
12: Shape: [‘1: Mass of the moving object’, ‘2: Mass of the non-moving object’, ‘4: Length of the non-moving object’, ‘5: Area of the moving object’, ’10: Force’, ’11: Tension, Pressure’, ’14: Strength’, ’25: Time loss’, ’27: Reliability’, ’39: Productivity’]
13: Stability of the object: [‘7: Volume of the moving object’, ’10: Force’, ’15: Action time of the moving object’, ’34: Convenience of repair’]
14: Strength: [‘7: Volume of the moving object’, ’10: Force’, ’11: Tension, Pressure’, ’12: Shape’, ’17:Temperature’, ’19: Energy consumption of the moving object’, ’21: Power’, ’25: Time loss’, ’26: Amount of substance’, ’32: Convenience of manufacturing’, ’39: Productivity’]
15: Action time of the moving object: [‘7: Volume of the moving object’, ’14: Strength’, ’21: Power’, ’24: Information loss’, ’25: Time loss’, ’26: Amount of substance’, ’34: Convenience of repair’, ’36: Complexity of the structure’, ’38: Level of automation’]
16: Action time of the non-moving object: [’24: Information loss’, ’25: Time loss’, ’28: Accuracy of measurement’, ’32: Convenience of manufacturing’, ’39: Productivity’]
17:Temperature: [’10: Force’, ’14: Strength’, ’27: Reliability’, ’34: Convenience of repair’]
18: Brightness, Visibility: [‘7: Volume of the moving object’, ‘9: Speed’, ’38: Level of automation’]
20: Energy consumption of the non-moving object: [’27: Reliability’, ’30: Harmful external factors’]
21: Power: [‘3: Length of the moving object’, ’11: Tension, Pressure’, ’14: Strength’, ’15: Action time of the moving object’, ’22: Energy loss’, ’24: Information loss’, ’25: Time loss’, ’32: Convenience of manufacturing’, ’33: Convenience of use’, ’34: Convenience of repair’]
22: Energy loss: [’24: Information loss’, ’25: Time loss’, ’27: Reliability’, ’39: Productivity’]
23: Material loss: [‘3: Length of the moving object’, ‘4: Length of the non-moving object’, ‘5: Area of the moving object’, ‘6: Area of the non-moving object’, ‘9: Speed’, ’11: Tension, Pressure’, ’25: Time loss’, ’26: Amount of substance’, ’27: Reliability’, ’29: Accuracy of manufacturing’, ’31: Harmful internal factors’, ’35: Adaptability’, ’36: Complexity of the structure’, ’37: Complexity of control and measurement’, ’38: Level of automation’, ’39: Productivity’]
24: Information loss: [‘1: Mass of the moving object’, ‘2: Mass of the non-moving object’, ’15: Action time of the moving object’, ’16: Action time of the non-moving object’, ’21: Power’, ’22: Energy loss’, ’27: Reliability’, ’30: Harmful external factors’, ’31: Harmful internal factors’]
25: Time loss: [‘1: Mass of the moving object’, ‘2: Mass of the non-moving object’, ‘6: Area of the non-moving object’, ‘7: Volume of the moving object’, ’10: Force’, ’12: Shape’, ’15: Action time of the moving object’, ’16: Action time of the non-moving object’, ’21: Power’, ’22: Energy loss’, ’23: Material loss’, ’27: Reliability’, ’33: Convenience of use’, ’34: Convenience of repair’, ’37: Complexity of control and measurement’]
26: Amount of substance: [’11: Tension, Pressure’, ’14: Strength’, ’15: Action time of the moving object’, ’23: Material loss’, ’33: Convenience of use’, ’34: Convenience of repair’, ’36: Complexity of the structure’]
27: Reliability: [‘1: Mass of the moving object’, ‘2: Mass of the non-moving object’, ‘5: Area of the moving object’, ‘7: Volume of the moving object’, ’10: Force’, ’11: Tension, Pressure’, ’17:Temperature’, ’22: Energy loss’, ’23: Material loss’, ’24: Information loss’, ’25: Time loss’]
28: Accuracy of measurement: [’16: Action time of the non-moving object’, ’23: Material loss’, ’31: Harmful internal factors’, ’36: Complexity of the structure’, ’38: Level of automation’, ’39: Productivity’]
29: Accuracy of manufacturing: [‘3: Length of the moving object’, ‘4: Length of the non-moving object’, ‘8: Volume of the non-moving object’, ‘9: Speed’, ’23: Material loss’, ’30: Harmful external factors’, ’34: Convenience of repair’, ’39: Productivity’]
30: Harmful external factors: [’20: Energy consumption of the non-moving object’, ’24: Information loss’, ’29: Accuracy of manufacturing’, ’34: Convenience of repair’]
31: Harmful internal factors: [’23: Material loss’, ’24: Information loss’]
32: Convenience of manufacturing: [’14: Strength’, ’39: Productivity’]
33: Convenience of use: [’21: Power’, ’24: Information loss’, ’25: Time loss’]
34: Convenience of repair: [‘3: Length of the moving object’, ’10: Force’, ’17:Temperature’, ’21: Power’, ’25: Time loss’, ’26: Amount of substance’, ’27: Reliability’, ’28: Accuracy of measurement’, ’29: Accuracy of manufacturing’, ’30: Harmful external factors’, ’32: Convenience of manufacturing’, ’39: Productivity’]
35: Adaptability: [‘9: Speed’, ’23: Material loss’, ’28: Accuracy of measurement’]
36: Complexity of the structure: [‘9: Speed’, ’15: Action time of the moving object’, ’22: Energy loss’, ’23: Material loss’, ’26: Amount of substance’, ’28: Accuracy of measurement’, ’37: Complexity of control and measurement’]
37: Complexity of control and measurement: [’21: Power’, ’23: Material loss’, ’36: Complexity of the structure’]
38: Level of automation: [‘2: Mass of the non-moving object’, ‘9: Speed’, ’23: Material loss’, ’28: Accuracy of measurement’, ’36: Complexity of the structure’]
39: Productivity: [‘5: Area of the moving object’, ‘6: Area of the non-moving object’, ‘7: Volume of the moving object’, ‘8: Volume of the non-moving object’, ’10: Force’, ’11: Tension, Pressure’, ’12: Shape’, ’14: Strength’, ’15: Action time of the moving object’, ’16: Action time of the non-moving object’, ’17:Temperature’, ’19: Energy consumption of the moving object’, ’21: Power’, ’22: Energy loss’, ’23: Material loss’, ’27: Reliability’, ’28: Accuracy of measurement’, ’29: Accuracy of manufacturing’, ’33: Convenience of use’, ’34: Convenience of repair’]
1/10 1/11 1/12 1/24 1/25 2/4 2/10 2/11 2/12 2/14 2/24 2/25 2/27 2/29 2/36 3/10 3/12 3/17 3/23 3/27 3/29 3/34 4/6 4/10 4/16 4/23 4/29 5/11 5/21 5/23 5/34 5/39 6/11 6/16 6/23 6/25 6/39 7/13 7/17 7/18 7/23 7/25 7/34 7/39 8/2 8/23 8/29 8/39 9/18 9/23 9/26 9/29 9/35 9/36 9/38 10/4 10/5 10/12 10/13 10/14 10/17 10/19 10/25 10/28 10/36 10/37 11/1 11/2 11/3 11/5 11/6 11/7 11/12 11/19 11/21 11/23 11/26 11/27 11/39 12/1 12/2 12/4 12/5 12/10 12/11 12/14 12/25 12/27 12/39 13/7 13/10 13/15 13/34 14/7 14/10 14/11 14/12 14/17 14/19 14/21 14/25 14/26 14/32 14/39 15/7 15/14 15/21 15/24 15/25 15/26 15/34 15/36 15/38 16/24 16/25 16/28 16/32 16/39 17/10 17/14 17/27 17/34 18/7 18/9 18/38 20/27 20/30 21/3 21/11 21/14 21/15 21/22 21/24 21/25 21/32 21/33 21/34 22/24 22/25 22/27 22/39 23/3 23/4 23/5 23/6 23/9 23/11 23/25 23/26 23/27 23/29 23/31 23/35 23/36 23/37 23/38 23/39 24/1 24/2 24/15 24/16 24/21 24/22 24/27 24/30 24/31 25/1 25/2 25/6 25/7 25/10 25/12 25/15 25/16 25/21 25/22 25/23 25/27 25/33 25/34 25/37 26/11 26/14 26/15 26/23 26/33 26/34 26/36 27/1 27/2 27/5 27/7 27/10 27/11 27/17 27/22 27/23 27/24 27/25 28/16 28/23 28/31 28/36 28/38 28/39 29/3 29/4 29/8 29/9 29/23 29/30 29/34 29/39 30/20 30/24 30/29 30/34 31/23 31/24 32/14 32/39 33/21 33/24 33/25 34/3 34/10 34/17 34/21 34/25 34/26 34/27 34/28 34/29 34/30 34/32 34/39 35/9 35/23 35/28 36/9 36/15 36/22 36/23 36/26 36/28 36/37 37/21 37/23 37/36 38/2 38/9 38/23 38/28 38/36 39/5 39/6 39/7 39/8 39/10 39/11 39/12 39/14 39/15 39/16 39/17 39/19 39/21 39/22 39/23 39/27 39/28 39/29 39/33 39/34
EXAMPLE: Web check-in started to gain traction in the early 2000s. Airlines like Southwest in the United States and KLM in Europe were among the pioneers in implementing web check-in services. Many other major airlines globally adopted web check-in as a standard feature. The introduction of online check-in was gradual and varied among different airlines. The introduction of web check-in before flights addresses several challenges in the traditional airport check-in process. Traditional check-in processes involve long queues and waiting times at airport counters. Web check-in allows passengers to complete the check-in process remotely, saving time at the airport.
Contradictions (33/25, 39/27): Increase the productivity (39) and convenience of use or air travel (33) without compromising on the time (25) and reliability (27). Web check-in aligns with the prior action principle by allowing passengers to complete the check-in process in advance, reducing the need for last-minute actions at the airport.
Solution: Passengers can check in from the comfort of their homes or offices, eliminating the need to arrive at the airport hours before the flight. This adds convenience and flexibility to the travel experience. By spreading the check-in process over a longer timeframe and allowing passengers to choose their check-in time, web check-in reduces congestion and long queues at the airport. Airlines can better allocate resources and staff at the airport when check-in is distributed over time, leading to a more efficient use of personnel and facilities. The harmful action of long queues and congested check-in counters is mitigated by spreading the check-in process over time through web check-in. Web check-in simplifies the overall check-in process, making it more user-friendly and eliminating the need for physical presence at the airport counter. Mobile apps like Digi Yatra in India take web check-in a step further by allowing passengers to check in using their smartphones. This enhances accessibility and convenience. Some systems, including Digi Yatra, integrate biometric technology for seamless airport processes, such as using facial recognition for security checks and boarding. Mobile apps provide real-time updates, gate information, and boarding passes, reducing the need for printed documents and enhancing the overall travel experience. Mobile apps often integrate with additional services, such as baggage tracking, lounge access, and airport navigation, offering a comprehensive solution for travelers.
