Why do we prefer doing something to doing nothing?

The 

Action Bias

, explained.
Bias

What is the Action Bias?

The action bias describes our tendency to favor action over inaction, often to our benefit. However, there are times when we feel compelled to act, even if there’s no evidence that it will lead to a better outcome than doing nothing would. Our tendency to respond with action as a default, automatic reaction, even without solid rationale to support it, has been termed the action bias.

an illustration titled "Action Bias" that shows three cartoon cars in a traffic jam. The driver in the first car, colored blue, is honking and thinking, "Maybe if I beep more, they'll go away..." The other two cars behind are colored purple and have drivers looking ahead, not reacting. The illustration humorously depicts the concept of "Action Bias," where people feel compelled to take action, even if it's ineffective, in situations of stress or uncertainty.

Where this bias occurs

Suppose you’re a soccer goalkeeper, preparing to block a penalty kick in the midst of the final playoff game. If you’re like most goalies, when attempting to stop a shot, you’ll jump either to the left or right nearly every time. Yet your chances of successfully blocking the kick are statistically greater if you simply stay still.1

So what compels you to jump instead of standing your ground? It’s the action bias: our instinct that doing something is better than doing nothing. You may feel that people would judge your failure to make the save less harshly if you could prove that you made an attempt to stop it. Unfortunately, as counterintuitive as it feels it’s often inaction that increases your odds of success.

Sources

  1.  Bar-Eli, M., Azar, O.H., Ritov, I., Keidar-Levin, Y., and Schein, G. (2007). “Action bias among elite soccer goalkeepers: The case of penalty kicks.” Journal of Economic Psychology. 28(5), 606-621. DOI: 10.1016/j.joep.2006.12.001
  2. Patt, A, and Zeckhauser, R. (2000). “Action Bias and Environmental Decisions”. Journal of Risk and Uncertainty. 21(1), 45-72. 
  3. See 2
  4. Zeelenberg, M., van den Bos, K., van Dijk, E., and Pieters, R. (2002). “The Inaction Effect in the Psychology of Regret”. Journal of Personality and Social Psychology. 82(3), 314-327. DOI: 10.1037//0022-3514.82.3.314
  5. Odean, T. (1998). Volume, Volatility, Price, and Profit When Traders Are Above Average. The Journal of Finance. 53(6), 1887-1934. DOI: 10.1111/0022-1082.0007
  6. See 2
  7. Kiderman A, Ilan U, Gur I, Bdolah-Abram T, Brezis M. (2013). “Unexplained complaints in primary care: evidence of action bias”. Journal of Family Practice. 62(8), 408-413.
  8. Hao, K. (2019). Training a single AI model can emit as much carbon as five cars in their lifetimes. MIT Technology Review. Retrieved from: https://www.technologyreview.com/2019/06/06/239031/training-a-single-ai-model-can-emit-as-much-carbon-as-five-cars-in-their-lifetimes/

About the Authors

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Dan Pilat

Dan is a Co-Founder and Managing Director at The Decision Lab. He is a bestselling author of Intention - a book he wrote with Wiley on the mindful application of behavioral science in organizations. Dan has a background in organizational decision making, with a BComm in Decision & Information Systems from McGill University. He has worked on enterprise-level behavioral architecture at TD Securities and BMO Capital Markets, where he advised management on the implementation of systems processing billions of dollars per week. Driven by an appetite for the latest in technology, Dan created a course on business intelligence and lectured at McGill University, and has applied behavioral science to topics such as augmented and virtual reality.

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Dr. Sekoul Krastev

Sekoul is a Co-Founder and Managing Director at The Decision Lab. He is a bestselling author of Intention - a book he wrote with Wiley on the mindful application of behavioral science in organizations. A decision scientist with a PhD in Decision Neuroscience from McGill University, Sekoul's work has been featured in peer-reviewed journals and has been presented at conferences around the world. Sekoul previously advised management on innovation and engagement strategy at The Boston Consulting Group as well as on online media strategy at Google. He has a deep interest in the applications of behavioral science to new technology and has published on these topics in places such as the Huffington Post and Strategy & Business.

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