
ãèªç¥ãã€ã¢ã¹ã®ååšðã"çŸç¶ç¶æãã€ã¢ã¹"ã«åããã人çã ãã¯éããããªãðŠïŒè¡åçµæžåŠ No.6
ä»åã¯ãèªç¥ãã€ã¢ã¹ãã«ã€ããŠäžç·ã«åŠãã§ãããããšæããŸã
ç§ãã¡ã®ç掻ã«ãããŠãç¡æèçã«ãããã€ã¢ã¹ããååšããŠãããããã«ãã£ãŠãæææ±ºå®ãããªãããŠãããšæãããŸã
è¡åçµæžåŠã«ããã°ãå¿çãç¶æ³ãææ ãªã©ããããèŠå ã«ãã£ãŠç§ãã¡ã¯éžæãããããŠãããšèšããŸãðŠ
è¯ããã€ã¢ã¹ãæªããã€ã¢ã¹ãæ£ããçè§£ããããšã§ãæ¥åžžç掻ãããžãã¹ã®è³ªãé«ããããšãã§ããããã«ãªããšæããŸãð
è¡åçµæžåŠãæåŒ·ã®åŠåã§ããð
çµæžåŠéšã«éãç§ã
ãããã倧åŠãåŠéšãæçµå¹Žã«ãªã
åŠåã«å
šåãæ³šãæéãéãããŠããŸããð
ãç¥ã¯åãªãããšããèšèãä¿¡ããŠ
æ®ãã®å€§åŠççæŽ»ãæºå«ããããšæããŸã
åŠéšã¬ãã«ã®ãã¯ãçµæžåŠçã¯
å人çã«ããçè§£ã§ããã€ããã§ã
ããããªãããæ¬åœã®çµæžã®ååãçè§£ããããšããããŠããžãã¹ã§æŽ»ãããç¥æ§ãäŒåŸããã«ã¯ãåŠéšã¬ãã«ã®ç¥èã§ã¯ã話ã«ãªããŸããð¥
çŸå®ã®çµæžããŒã¿ããçè«ã¢ãã«ãšåœãŠã¯ã
æ£ããèšéææ³ã«ãã£ãŠå®èšŒåæã§ããåãéžæããã
ãã£ãšå°æ¥ã©ããã§æŽ»èºã§ãã人財ã«ãªããå¯èœæ§ãé«ããããšã«ç¹ãããšæããŸã
ãã®ãããèšéçµæžåŠã®å匷ã«ããã©ã€ããçŸåšãç¥èŠãæ·±ããŠãããããã«åªããŠããŸã
ãããããããæ°åãèšéåæã®ç¥èãäŒåŸããŠããæ°åãèªã¿ãšãåããéåççãªè¡åãžã®å¯Ÿå¿åããããžãã¹ãžã®å¿çšåããç¡ããã°ããã®ç¥èãæå¹æŽ»çšããããšã¯ã§ããŸãã
ã ãããããç§ã¯ãã®ã¿ã€ãã³ã°ã§æ£ããè¡åçµæžåŠã®ç¥èãçè«ãäŒåŸããªããã°ãªããªããšèªèŠããŸããðŠ
ãªããªãã°ãå®éã®çµæžååãæ¿æ²»ãšçµã³ã€ããªãã
å¿çšã§ããèœåããªããã°
ç¥èãæã€æçŸ©ãå°ãããªã£ãŠããŸãããã§ãðŠ
äœäºãã¢ãŠããããåæã®ã€ã³ãããã
倧äºã§ãããšãnoteã§æ¯æ¥çºä¿¡ããŠããŸããð£
ããã¯ãã©ã®ãããªå
容ã§
ãã£ãŠãåœãŠã¯ãŸããŸãð
å
è¡ç ç©¶ã®è«æãäžæŠã«èªãã§ã
èšæ¶ã«æ®ã£ãŠããªãã£ãã
倧åãªèгç¹ãå¿ããŠããŸã£ãŠãããããã
åŠç¿ã®é²æã¯æ»ã£ãŠããŸããšæããŸã
ã ããããããã®ãnoteãããã«æŽ»çšããŠ
èªåã®ç¥èã1ïŒ
ã§ããå®çãã
誰ã«ã§ããããããã解説ãã¢ãŠããããã§ããããã«åªããŠãããããšæããŸã
以äžã§ã¯ãç§ãããããåŠç¿ãã
å
šäžçã§æ³šç®ãéããŠãããè¡åçµæžåŠãã«ã€ããŠ
ã¢ãŠããããããŠãããããšæããŸãð¥
ååã®ã埩ç¿ãð
è¡åçµæžåŠã«ããã"èªç¥ãã€ã¢ã¹"ãšã¯ïŒ
Cognitive Bias
Whether people realize it or not, everybody makes decisions that are influenced by cognitive bias.
Consider the choice of choosing between two companies to invest in.
Behavioral economics holds the theory that the color of the logo, the name of the CEO, or the city in which each company is headquartered in may stir up an unknown bias that yields us to choose the other company.
èªç¥ãã€ã¢ã¹ïŒCognitive Bias
æèããŠãããã©ããã«é¢ä¿ãªãã誰ããèªç¥ãã€ã¢ã¹ã®åœ±é¿ãåããæææ±ºå®ãè¡ã£ãŠããŸã
è¡åçµæžåŠã§ã¯ãåäŒæ¥ã®ããŽã®è²ãCEO ã®ååããŸãã¯æ¬ç€Ÿã®ããéœåžãæªç¥ã®ãã€ã¢ã¹ãåŒãèµ·ãããä»ã®äŒæ¥ãéžæããåå ãšãªãå¯èœæ§ããããšããçè«ãæ¯æããŠããŸãð
èªç¥ãã€ã¢ã¹ãšãããžã®é¢ä¿æ§
æ£ããç¥èãåŸãŠãè¡åãããªãäžå ã«ãèªç¥ãã€ã¢ã¹ïŒç³»çµ±çãªèªç¥ã®æªã¿ïŒããããšèšãããŠããŸã
ãŸããèªç¥ãã€ã¢ã¹ã®ç¹æ§ã«æ²¿ã£ãŠäººãåããèšèšïŒè¯ãéžæã¢ãŒããã¯ãã£ã®ååïŒããããž(NUDGES)ã§ã
ãã®ãããžã«ããè²»çšå¯Ÿå¹æãé«ã圢ã§è¡åãžäžæ©èžã¿åºãããšãã§ããæŽã«æ®ååçºãšçµã¿åãããããšã§è¡åå®çãžç¹ããããšãæåŸ
ãããŠããã®ã§ãð
ãããããè¡åçµæžåŠã¯äžåçãªå人ã®éžæã«ã€ããŠèå¯ããåŠåã§ãããšèšããŸã
ãã® ãä»®å®ããšããŠã®åçæ§ããäžåçã蚱容ããçè«ã宿ããã仿¥ã«ãããè¡åçµæžåŠã®ç¥èŠãšãªã£ãŠããŸãã
ããªãã¡ãè¡åçµæžåŠã¯å人ã®äžåçæ§ãåæã«äººã
ã®éžæãåå®åŒåããŠãããšãèšããã§ããã
ããã¯ã貯èããå°±åŽã»æ¶è²»è¡åãå¥åº·ç®¡çãçŽçšãŸã§æ§ã
ãªåéã«å¿çšå¯èœã§ã
ãã ããäžåçâ ãããå æžãã§ã¯ãããŸãã
ãã®äžèŠäžåçã«æãããããªæ¯ãèãã«ããäºæž¬å¯èœãªäžå®ã®ãèŠåæ§ãããããšããã®ã§ã
ããªãã¡ãçè«åãå¯èœã§ãããšããããšã«ãªããŸã
äŸãã°ã«ã¯ãªããŸãããå人ã®ç°¡äŸ¿ãªæèæ¹æ³ïŒïŒãã¥ãŒãªã¹ãã£ãã¯ïŒããããã¹ãã¯ãçè«ããªã©ãæããããã§ããããïŒ
ãããŠãçè«ã®æ§ç¯ãšå®èšŒãšããŠãå®éã«èª¿æ»ãå®éšãã©ã³ãã æ¯èŒå®éšãªã©ãæ¥ã
è¡ãããŠããã®ã§ã
æ¿ççèŠè«ã¯ãåççéžæã劚ããªãäžæ¹ãäžåçãªéžæãç¯æ£ããããšã«ãªããŸã
ãããŠãäœãããããž(NUDGE)ã¯å人ã®éžæãå°éããèªå°ã§ãããçžåããèŠè«ã«å¯Ÿå¿ãããšèããããŠããŸã
代衚çãªèªèãéžæãè¡å決å®ã®éã®èªç¥ãã€ã¢ã¹
ææ§æ§å¹æ (Ambiguity effect)
æ
å ±ãäžè¶³ããŠããéžæè¢ã¯é¿ããåŸåã®ããš
ã¢ã³ã«ãªã³ã° (Anchoring)广
å
è¡ããäœããã®æ°å€ïŒã¢ã³ã«ãŒïŒã«ãã£ãŠåŸã®æ°å€ã®å€æãæªãããã倿ãããæ°å€ãã¢ã³ã«ãŒã«è¿ã¥ãåŸåã®ããš
çµæãã€ã¢ã¹ (Outcome bias)
çµæã«è³ãããã»ã¹ãããçµæã®ã¿ãéèŠããåŸåã«ããããš
åæ²å²åŒ (Hyperbolic discounting)
é ãå°æ¥ãªãåŸ
ãŠãããè¿ãå°æ¥ãªãã°åŸ
ãŠãªãåŸåã®ããš
楜芳䞻矩ãã€ã¢ã¹ (Optimism bias)
æªãäºã¯èªåã«ã¯èµ·ããªããšèããåŸåã®ããš
ãã³ãã¯ãŽã³å¹æ (Bandwagon effect)
ããéžæã倿°ã«åãå
¥ããããŠãããæµè¡ããŠãããšããæ
å ±ãæµããããšã§ããã®éžæãžã®æ¯æãäžå±€åŒ·ããªã广ã®ããš
æ°åäžèŽå¹æ (Mood congruence memory bias)
è¯ãæ°åã®æã«ã¯è¯ãæ
å ±ããæªãæ°åã®æã«ã¯æªãæ
å ±ãããæãåºãåŸåã®ããš
äžèšã§è¿°ã¹ããã€ã¢ã¹ã¯ããäžéšã«ãããŸããðŠ
ãããèªç¥ãã€ã¢ã¹ããªã©ã§é¢çœãåŸåãªã©ããããŸããããã³ã¡ã³ãæ¬ãªã©ã§ãæç€ºããã ããã°å¹žãã§ãð
ç§ãã¡ããã®ãããªãã€ã¢ã¹ãããããšãèªç¥ããäžã§è¡åããŠããã°ãããæ£ç¢ºãªæææ±ºå®ãã§ããã®ã§ã¯ãªãã§ããããïŒ
ãŸãããã®ãããªãã€ã¢ã¹ã«ãã£ãŠãçäžå°œãªããšãèµ·ãããããããŸãã
ãããããããã®ãããªãã€ã¢ã¹ãžã®ç¥èŠãæ·±ããŠããã°ãç¶æ³ã«å¿ããŠæ³èµ·ãããããã€ã¢ã¹ãèªèãããããèžãŸããäžã§ãªã¹ã¯ãåé¿ãããªã©æé©ãªè¡åãã§ããããã«ãªããããããŸãã
äœãããç¥ã¯åãªããã§ããããšã¯ããœã¯ã©ãã¹ãæå±ããäžå€ã®ççã§ãããããªæ°ãããŸã
è¡åçµæžåŠãåŠã¶æçŸ©ã«ã€ããŠð
ä»ãäžçã®åã ãããããäŒæ¥ã§ããè¡åçµæžåŠãåŠãã 人æãã®äºå¥ªæŠãç¹°ãåºããããŠããŸã
ãã®æçš¿ã¯ãåèè³æããã€ã³ããããããäž»èŠçè«ããã¢ãŠããããããããšã§ãããžãã¹ããŒãœã³å¿
é ã®æé€ãè¡åçµæžåŠãã解説ããããšã«ãã£ã¬ã³ãžããããšæããŸãð
æ¬æžã«ããã°ãããžãã¹ããŒãœã³ã«ãšã£ãŠè¡åçµæžåŠã»ã©ãã€ã±ãŠãåŠåãã¯ãªããšè¿°ã¹ãããŠããŸãð

çŸã«äžçã®ããžãã¹çã§ã¯ãè¡åçµæžåŠã®åœ±é¿åãã¯ãŸããŸã匷ãŸã£ãŠããŸã
ããŸäžçã®åã ãããããäŒæ¥ã®éã§ãè¡åçµæžåŠãåŠãã 人æãã®äºå¥ªæŠããé »ç¹ã«ç¹°ãåºããããŠããããã§ã
è¡åçµæžåŠã®ç¥èŠã«å¯ãã ïŒäººã®äººæç²åŸã«äœåäžåãã®è³éãåãã
äŒæ¥ã«ã¯ãè¡åçµæžåŠããŒã ããŸã§ã§ããŠããããã§ããð
ãŸãããã®ãããªããžãã¹çã®èŠè«ãåããäžçã®ããã倧åŠã
次ã
ãšãè¡åçµæžåŠéšããæ°èšãå§ããŠããŸã
MBAã®ããã«ãå€ãã®ããžãã¹ããŒãœã³ã
è¡åçµæžåŠãåŠã³ã«éãŸã£ãŠãããšã®ããšã§ãð
ãã®ãããªãã¬ã³ããèæ
®ãããããã¯ãè¡åçµæžåŠã¯ããããžãã¹ããŒãœã³ãæã身ã«ã€ããã¹ãæé€ããšãªã£ãŠãããšãã£ãŠãéèšã§ã¯ãããŸãã
ããããè¡åçµæžåŠã¯æ°ããåŠåã§ãããæ
ã«ããããŸã§äœç³»åãããŠããªãã£ãããšãäºå®ã§ã
çšèªãçè«ãäžã€äžã€äžžæèšãããããªãããªããªããæ¬è³ªããã€ãããªãã£ãããšãäºå®ã§ãããðŠ
ããã§ããã®æçš¿ã§ã¯ãåºç€ç¥èãããããäžã§ãæ¬æžããã€ã³ããããã
ããããžçè«ããããã¹ãã¯ãçè«ãããã身äœçèªç¥ããã¢ãã§ã¯ãããäžç¢ºå®æ§çè«ãããã¯ãŒã»ãªãã»ãã³ãŒãºããŸã§ãäž»èŠçè«ããã¢ãŠããããããããšã§è¡åçµæžåŠã解説ããŠããããšã«ããŸãð¥
What Is Behavioral Economics? Theories, Goals, and Applications
What Is Behavioral Economics?
Behavioral Economics is the study of psychology as it relates to the economic decision-making processes of individuals and institutions.
Behavioral economics is often related with normative economics.
It draws on psychology and economics to explore why people sometimes make irrational decisions, and why and how their behavior does not follow the predictions of economic models.
è¡åçµæžåŠãšã¯äœã§ãããïŒ
è¡åçµæžåŠã¯ãå人ãçµç¹ã®çµæžçæææ±ºå®ããã»ã¹ã«é¢é£ããå¿çåŠã®ç ç©¶ã§ã
è¡åçµæžåŠã¯å€ãã®å ŽåãèŠç¯çµæžåŠ(normative economics)ãšé¢é£ããŠããŸã
ãã®æ¬ã§ã¯ãå¿çåŠãšçµæžåŠã掻çšããŠã人ã
ãææãéåççãªæ±ºå®(irrational decisions)ãäžãçç±ãããã³äººã
ã®è¡åãçµæžã¢ãã«ã®äºæž¬ã«åŸããªãçç±ãšãã®ä»çµã¿ãæ¢ããŸãð
KEY TAKEAWAYS
Behavioral economics is the study of psychology that analyzes the decisions people make and why irrational choses are chosen.
Behavior economics is influenced by bounded rationality, an architecture of choices, cognitive biases, and herd mentality.
Behavior economics is crafted around many principles including framing, heuristics, loss aversion, and the sunk-cost fallacy.
Companies use information from behavioral economics to price their goods, craft their commercials, and package their products.
Starbucks' limited season drinks, Amazon's Lightning Deals, or "buy one, get one" promotions are all tied to behavioral economics.
éèŠãªãã€ã³ãã¯ä»¥äžã®éãã§ãð
è¡åçµæžåŠã¯ã人ã
ãäžã決å®ãšãéåççãªéžæãéžã°ããçç±ãåæããå¿çåŠã®ç ç©¶ã§ã
è¡åçµæžåŠã¯ãéå®ãããåçæ§ãéžæã®æ§é ãèªç¥ãã€ã¢ã¹ã矀éå¿çã®åœ±é¿ãåããŸã
è¡åçµæžåŠã¯ããã¬ãŒãã³ã°ãå«ãå€ãã®ååã«åºã¥ããŠäœæãããŠããŸã
代衚çãªäŸã¯ããã¥ãŒãªã¹ãã£ãã¯ãæå€±åé¿ããµã³ã¯ã³ã¹ãã®èª€è¬¬ãªã©ã§ãããã
äŒæ¥ã¯ãååã®äŸ¡æ Œèšå®ãã³ããŒã·ã£ã«ã®äœæãããã³è£œåã®ããã±ãŒãžåã«è¡åçµæžåŠã®æ
å ±ã䜿çšããŸã
ã¹ã¿ãŒããã¯ã¹ã®å£ç¯éå®ããªã³ã¯ãAmazon ã®ã©ã€ããã³ã°ã»ãŒã«ããŸãã¯ã1ã€è²·ããš1ã€ããããã ãªã©ãšãã£ãããã¢ãŒã·ã§ã³ã¯ãã¹ãŠè¡åçµæžåŠã«çµã³ã€ããŠããããšããããã®ã§ãð
è¡åçµæžåŠãåŠã¶ããšãããŸããŸã楜ãã¿ã«ãªã£ãŠããã®ã§ã¯ãªãã§ããããïŒïŒð
æ¬æ¥ã®è§£èª¬ã¯ã以äžãšããŸãð
ä»åŸãæ§ã
ãªçµæžåŠçè«éãªãã³ã«
瀟äŒèª²é¡ã«å¯ŸããçµæžåŠçèŠç¹ã«åºã¥ã解説ãªã©
ææçŸ©ãªå
容ãçºä¿¡ã§ããããã«åªããŠãŸãããŸãã®ã§ãäœåå®ãããé¡ãããŸãð¥º
ãªããæ¬æçš¿äœæã«ãããåèæç®ã¯ä»¥äžã®éãã§ã
ä»é²ïŒç§ã®åè«ç ç©¶ããŒãã«ã€ããŠð
ç§ã¯ãçºæ¿ä»å
¥ã®å®èšŒåæããããŒãã«
åæ¥è«æãå·çããããšèããŠããŸãð
æ¥æ¬çµæžãèãããšãã«ãçºæ¿ã¬ãŒãã«ãã£ãŠ
貿æååŒãçµåžžåæ¯ãå€åããã
æ ªã蚌åžã嵿š©ãšãã£ãéèè³ç£ã®åççã
å€åããããšæ¥æ¬çµæžãšçºæ¿ã¬ãŒããšã¯
åã£ãŠãåããªãçžãããã®ã§ãð
ïŒåðŽã ãã«ïœ¥ïœ¥ïœ¥ïŒ
çµæžã·ã§ãã¯ã«ãã£ãŠ
çºæ¿ã¬ãŒããå€åãããš
ãã®åœ±é¿ã¯ç§ãã¡ã®ç掻ã«å€§ãã圱é¿ããŸã
ã ãããããçºæ¿ã¬ãŒãã®å®å®æ§ã
æ
ä¿ãããããªçºæ¿ä»å
¥ã¯ãã¯ãçµæžæ¿çã«
ãããŠãéåžžã«éèŠãªæçŸ©ãæã£ãŠãããš
æšæž¬ããŠããŸã
決ããŠåŠéšçãæ¥œããŠå·çã§ããç°¡åãªããŒããéžæããŠããããã§ã¯ç¡ããšä¿¡ããŠããŸã
ãã ããã®åæ¥è«æãããåãããšã
ç§ã®åŠççæŽ»ã®é倧æãšãªãããšã¯äºå®ãªã®ã§
æåŸãŸã§ã³ãã³ããšåãçµãã§åããŸãð¥
ãããããã¬ãžã³ã®ã玹ä»ð
ãã¡ãã«ïŒïŒåãšããŠã®ç§ã®å°±è·æŽ»åäœéšèšããŸãšãããã¬ãžã³ãã玹ä»ãããŠããã ããŸãð
æ§ã
ãªèгç¹ããå°±è·æŽ»åã«ã€ããŠèå¯ããŠããŸãã®ã§ããäžèªããã ããŸããšå¹žãã§ã
æ¹ããŠãå°±è·æŽ»åã¯
æ¬åœã«ããçžãã ãšæããŸããð
ã ããããããçžã倧åã«
ãããŠãéžãã éãæ£è§£ã«ã§ãããã
ãããããåªåããŠãããããªãšæããŸãð¥
ä»åŸãããã«ã³ã³ãã³ããæ¡å ã§ããããã«åªããŠåããŸãã®ã§ãäœåãããããé¡ãç³ãäžããŸãð
æåŸãŸã§ãæèªããã ãèª ã«æé£ãããããŸããïŒ
ãããŸã§ãç§ã®èŠè§£ãæã£ãããšã
ãŸãšããããŠããã ããŠãŸãã
ãã®ç¹ã«é¢ããŸããŠããäºæ¿ãã ããð
ãã®æçš¿ãã¿ãŠãã ãã£ãæ¹ã
ã»ãã®å°ããªäºã§ãåŠã³ããã£ãïŒ
èãæ¹ã®åŒãåºããå¢ããïŒ
èªæžããåŠã¹ãããšãå€ãïŒ
ãªã©ãªã©ããã©ã¹ã®åç©«ããã£ãã®ã§ããã°
倧å€å¬ããæããŸãããæçš¿äœæã®å¥å©ã«å°œããŸãïŒïŒ
ãæ°è»œã«ã³ã¡ã³ããããããã¹ããð
ãããŠããå·®ãæ¯ããªããã°
ãã©ããŒïŒã·ã§ã¢ããé¡ããããã§ãð
ä»åŸãšãäœåãããããé¡ãããããŸãïŒ