Concept
Availability Heuristic
The availability heuristic is the mental shortcut of judging how frequent or likely something is by how easily examples of it come to mind, so that vivid, recent or personal cases count for more than their real share.
Amos Tversky and Daniel Kahneman described it in the early 1970s as one of the basic heuristics of judgement. It is a case of substitution: the hard question, how often does this happen, is replaced by an easy one, how quickly can I think of an example? Often the two go together, because common things are easier to recall. But ease of recall is also driven by things that have nothing to do with frequency: a dramatic news story, a recent event, something that happened to you or to someone you know. That is why risks that make headlines feel larger than quiet, common ones, and why people tend to buy insurance after a disaster rather than before it. The heuristic distorts fairness too. Kahneman reports that when spouses estimate their own share of the household work, the two shares add up to more than the whole, because each remembers their own efforts far more easily than the other's. Even the feeling of ease counts: in a well-known study, people asked to list many examples of their own assertive behaviour, a hard task, ended up rating themselves less assertive than people asked for only a few. When a judgement about frequency matters, count instead of recalling.
A real-life example
Deniz, a software developer in Ankara, was sure she carried most of her team's work on a project and was ready to raise it with her manager. Before the meeting, each of the four team members wrote down their own share as a percentage. The four estimates added up to well over a hundred. Deniz then counted the closed tasks in the tracker, and the meeting became a calmer conversation about two jobs that nobody owned.
How to use it
- 1When you judge how common or risky something is, ask whether your examples are frequent or merely vivid, recent or personal.
- 2Count instead of recalling: open the records, the tickets or the statistics before you decide.
- 3In shared work, ask everyone to estimate their own share before comparing; a total above a hundred percent shows the bias at work.
