Speed/accuracy decisions in task performance: Built-in trade-off or separate strategic concerns?

Time is money—Time pressure, incentives, and the quality of decision-making

“…However, quicker decisions may also cost money by possibly reducing the quality of decisions. Evidence from psychological research on individual decision-making tasks suggests that a tight time constraint for decisions may impair the capacity for information processing or the consistency of decision-making, thus reducing decision-making quality (Förster et al, 2003).…”

The role of self-control and regulatory foci in money-saving behaviours among children

“…Researchers indicated that the chronic regulatory focus is developed from an early age through socialisation processes Keller 2008;Lockwood et al 2002), such as experiencing success in life history or parenting styles. However, the situational regulatory focus may be influenced by the characteristics of the task (Liberman et al 2001;Shah et al 1998;Zhou and Pham 2004), and it can be induced by different priming tools, for example, by (1) different task frameworks: with gain or no gain (activation of promotion focus) and loss or non-loss (activation of prevention focus) information (Förster et al 2003), or (2) by activating knowledge structures that are related to nurturance needs (promotion focus) or security needs (prevention focus) (e.g., Friedman and Förster 2001). Taking into account that regulatory focus may be activated situationally in adults and may influence their economic decisions (e.g., Sekścińska et al 2016), in our research, we hypothesised that such activation may also influence economic behaviours of children.…”

The Interactive Effect of Feedback Sign and Task Type on Motivation and Performance

“…We showed that different types of tasks might also serve as cues that induce different regulatory foci. Based on recent findings of Higgins and his colleagues (Crowe & Higgins, 1997;Friedman & Forster, 2001;Forster, Higgins, & Bianco, 2003;Liberman, Idson, Camacho, & Higgins, 1999), we divided a list of tasks to "promotion tasks" (career development, idea generation, initiate changes, creative task, taking risks) and "prevention tasks" (bookkeeping, errors detection, meeting deadlines, safety project, maintaining cleanliness). Then, in a simple judgment assignment, we showed that there is a strong agreement among people with our pre-division.…”

“…The aspects that we chose were security versus nurturance needs (Higgins, 1997), accuracy versus creativeness (Crowe & Higgins, 1997;Friedman & Forster, 2001;Forster, Higgins, & Bianco, 2003), stability versus change (Liberman, et al, 1999), and conservative versus risky tendency (Crowe & Higgins, 1997). We hypothesized that the prevention-type tasks will be perceived as tasks that one ought to do, whereas the promotion-type tasks will be perceived as tasks that one wants to do.…”

“…Specifically, prevention focus leads to conservative behavior, mistakes avoidance, accuracy (in performance) and vigilance tendency, whereas promotion focus leads to creative behavior, risk taking, speed (in performance) and eagerness tendency (Crowe & Higgins, 1997;Friedman & Forster, 2001;Forster, Higgins, & Bianco, 2003;Liberman, Idson, Camacho, & Higgins, 1999). Taking these different tendencies of behavior into the domain of tasks, we assume that there are certain tasks that require prevention tendencies like vigilance or accuracy, while there are other tasks that require promotion tendencies like eagerness or speed.…”