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Agenda-setting theory was formally developed by Maxwell McCombs and Donald Lewis Shaw in a study on the 1968 presidential election deemed "the Chapel Hill study". McCombs and Shaw demonstrated a strong correlation between one hundred Chapel Hill residents' thought on what was the most important election issue and what the local news media reported was the most important issue.
Name Description Action bias: The tendency for someone to act when faced with a problem even when inaction would be more effective, or to act when no evident problem exists. [89] [90] Additive bias: The tendency to solve problems through addition, even when subtraction is a better approach. [91] [92] Attribute substitution
A bootstrap paradox, also known as an information loop, an information paradox, [6] an ontological paradox, [7] or a "predestination paradox" is a paradox of time travel that occurs when any event, such as an action, information, an object, or a person, ultimately causes itself, as a consequence of either retrocausality or time travel.
Causal reasoning is the process of identifying causality: the relationship between a cause and its effect.The study of causality extends from ancient philosophy to contemporary neuropsychology; assumptions about the nature of causality may be shown to be functions of a previous event preceding a later one.
Complex event processing (CEP) consists of a set of concepts and techniques developed in the early 1990s for processing real-time events and extracting information from event streams as they arrive. The goal of complex event processing is to identify meaningful events (such as opportunities or threats) [ 2 ] in real-time situations and respond ...
In brief, sensemaking is viewed more as "a motivated, continuous effort to understand connections (which can be among people, places, and events) in order to anticipate their trajectories and act effectively", [65] rather than the state of knowledge underlying situation awareness. Endsley points out that as an effortful process, sensemaking is ...
The second person can log new ideas or add to the ideas of the previous person. This continues until the distribution list is exhausted. A follow-up "read out" meeting is then held to discuss the ideas logged in the book. This technique takes longer, but it allows individuals time to think deeply about the problem. [citation needed]
The basis of the technique is to ask "why" five times to identify the primary causal factor behind a particular issue. It is suitable for a range of problem complexities and is often used in conjunction with other root cause analysis tools, such as fishbone diagrams and cause-and-effect tables. Although it may seem simplistic, the 5 Whys can be ...