Mutual inclusivity improves decision-making by smoothing out choice’s competitive edge

Abstract

Decisions form a central bottleneck to most tasks, one that people often experience as costly. Previous work proposes mitigating those costs by lowering one’s threshold for deciding. Here we test an alternative solution, one that targets the basis of most choice costs: the idea that choosing one option sacrifices others (mutual exclusivity). Across 6 studies (N = 565), we test whether this tension can be relieved by framing choices as inclusive (allowing selection of more than 1 option, as in buffets). We find that inclusivity makes choices more efficient by selectively reducing competition between potential responses as participants accumulate information for each of their options. Inclusivity also made participants feel less conflicted, especially when they could not decide which good option to keep or which bad option to get rid of. These inclusivity benefits were also distinguishable from the effects of manipulating decision threshold (increased urgency), which improved choices but not experiences thereof.