Correlation, Conflict, and Choice

We examined the degree to which individuals adapt their decision processes to the degree of interattribute correlation and conflict characterizing a decision problem. On the basis of an effort-accuracy framework for adaptive decision making, we predicted that the more negatively correlated the attribute structure, the more people will use strategies that process much of the relevant information and make trade-offs. A computer simulation study supported these predictions, and two experiments using process-tracing techniques to monitor information acquisition indicated that individuals did indeed respond to interattribute correlation by shifting their processing strategies in ways that are adaptive according to the effort-accuracy framework. In particular, they faced conflict rather than avoided it and generally processed more information, were less selective, and showed more alternative-based processing in negatively correlated environments.

Duke Scholars

Author James R. Bettman Fuqua School of Business

Author Mary Frances Luce Fuqua School of Business

Author John W. Payne Fuqua School of Business