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Cognitive bias mitigation is the prevention and reduction of the negative effects of cognitive biases – unconscious, automatic influences on human judgment and decision making that reliably produce reasoning errors. Coherent, comprehensive theories of cognitive bias mitigation are lacking.
Human Scale Development is basically community development and is "focused and based on the satisfaction of fundamental human needs, on the generation of growing levels of self-reliance, and on the construction of organic articulations of people with nature and technology, of global processes with local activity, of the personal with the social, of planning with autonomy and of civil society ...
Azar argued that the denial of basic human needs to a large portion of the population initiated instances of protracted social violence. Four preconditions are isolated by Azar as the predominant sources of protracted social conflict: communal content, deprivation of human needs, governance and the state's role, and international linkages. [13]
The person making the argument expects that the listener will accept the provided definition, making the argument difficult to refute. [ 19 ] Divine fallacy (argument from incredulity) – arguing that, because something is so phenomenal or amazing, it must be the result of superior, divine, alien or paranormal agency.
Individuals are compelled to initiate motivated reasoning to lessen the amount of cognitive dissonance they feel. Cognitive dissonance is the feeling of psychological and physiological stress and unease between two conflicting cognitive and/or emotional elements (such as the desire to smoke, despite knowing it is unhealthy).
The objective of SRM is to extend the traditional framework of social protection to include prevention, mitigation, and coping strategies to protect basic livelihoods and promote risk taking. SRM focuses specifically on the poor, who are the most vulnerable to risk and more likely to suffer in the face of economic shocks .
In resilience engineering, successes (things that go right) and failures (things that go wrong) are seen as having the same basis, namely human performance variability. A specific account of that is the efficiency–thoroughness trade-off principle, [18] which can be found on all levels of human activity, in individuals as well as in groups.
It's almost as if the officer is thinking, 'Well I've never been brutally assaulted before so it certainly won't happen now.' No one is surprised at the end of the video when the officer is violently attacked, unable to put up an effective defense." This professional failure, notes the website, is a consequence of normalcy bias. [14]