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In cognitive science and behavioral economics, loss aversion refers to a cognitive bias in which the same situation is perceived as worse if it is framed as a loss, rather than a gain. [ 1 ] [ 2 ] It should not be confused with risk aversion , which describes the rational behavior of valuing an uncertain outcome at less than its expected value .
Begala’s case is that loss aversion can be used in non-inflation contexts to make Americans realize that the results of the 2024 election could mean losses for them in things like abortion ...
The correlation between the two theories is so high that the endowment effect is often seen as the presentation of loss aversion in a riskless setting. However, these claims have been disputed and other researchers claim that psychological inertia , [ 20 ] differences in reference prices relied on by buyers and sellers, [ 3 ] and ownership ...
Overall, the study by Gneezy and Potters emphasizes the existence of myopic loss aversion, demonstrating how this bias can result in non-optimal decisions. By analyzing how prospect theory and myopic loss aversion influence decision-making, it provides the ability for researchers and policymakers to create interventions that help people make ...
Tendency to hold to the current situation rather than an alternative situation, to avoid risk and loss (loss aversion). [31] In status quo bias, a decision-maker has the increased propensity to choose an option because it is the default option or status quo.
Loss aversion, where the perceived disutility of giving up an object is greater than the utility associated with acquiring it. [ 74 ] (see also Sunk cost fallacy ) Pseudocertainty effect , the tendency to make risk-averse choices if the expected outcome is positive, but make risk-seeking choices to avoid negative outcomes.
Loss aversion. Loss aversion refers ... Recency bias. Recency bias is the belief that of a particular outcome is more probably simply because it had just occurred ...
The plant can be completed for an additional $10 million or abandoned and a different but equally valuable facility built for $5 million. Abandonment and construction of the alternative facility is the more rational decision, even though it represents a total loss of the original expenditure—the original sum invested is a sunk cost.