Effects of salience are both short- and long-lived

Orquin, Jacob L.; Lagerkvist, Carl Johan

doi:10.1016/j.actpsy.2015.07.001

Cited by 28 publications

(37 citation statements)

References 35 publications

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“…& The researcher examines differences in eye movements due to stimulus features and develops or selects stimuli that differ systematically on one or more features (see, e.g., Orquin & Lagerkvist, 2015;Towal, Mormann, & Koch, 2013). & Comparisons are made between different groups of participants to the same stimuli.…”

Section: Inappropriate Comparisonsmentioning

confidence: 99%

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Threats to the validity of eye-movement research in psychology

2017

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Eyetracking research in psychology has grown exponentially over the past decades, as equipment has become cheaper and easier to use. The surge in eyetracking research has not, however, been equaled by a growth in methodological awareness, and practices that are best avoided have become commonplace. We describe nine threats to the validity of eyetracking research and provide, whenever possible, advice on how to avoid or mitigate these challenges. These threats concern both internal and external validity and relate to the design of eyetracking studies, to data preprocessing, to data analysis, and to the interpretation of eyetracking data.

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Section: Inappropriate Comparisonsmentioning

confidence: 99%

“…A bottom-up process would, for instance, imply that A is more salient than B, and therefore more likely to attract fixations (Itti & Koch, 2001). A top-down process would imply that A is more relevant than B, consequently attracting more fixations (Orquin & Lagerkvist, 2015).…”

Section: Hidden Defaultsmentioning

confidence: 99%

Threats to the validity of eye-movement research in psychology

2017

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“…This is, of course, a strong claim, and it is not necessarily an accurate description of eye movement control in decision making. We know from both laboratory (Milosavljevic, Navalpakkam, Koch, & Rangel, 2012) and real-world studies (Gidlöf, Anikin, Lingonblad, & Wallin, 2017) that bottomup control plays an important role in guiding the eye movements of decision makers, although direct comparisons suggest that top-down control exerts a larger influence than does bottom-up control (Orquin & Lagerkvist, 2015;Orquin, Bagger, & Loose, 2013; for the opposite finding, see Gidlöf et al, 2017). If this claim is true, any method for influencing top-down control should have a large potential for guiding and influencing people's eye movements.…”

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confidence: 99%

Guiding Decision Makers' Eye Movements with (Un)Predictable Object Locations

Orquin

Chrobot

Grunert

2017

Behavioral Decision Making

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We propose a new approach for guiding eye movements by controlling the predictability of object locations. We hypothesize that when a high (low) relevance object has a predictable location, observers are more (less) likely to fixate it compared with objects in unpredictable locations. We tested this hypothesis in three decision‐making studies, manipulating the location of a product label in an unpredictable, a predictable, and a mixed visual environment. In Study 1 and Study 2, we find that participants are less likely to fixate a low and medium relevance label in a predictable location, and in Study 3, we find that participants are more likely to fixate a high relevance label in a predictable location. Our findings suggest that predictable locations increase while unpredictable locations decrease top‐down control. The approach can be used to increase or decrease eye movements towards specific information depending on the goals of the choice architect. Copyright © 2017 John Wiley & Sons, Ltd.

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“…A salience model takes as input any visual scene and produces a topographical map of the most conspicuous locations, that is, those locations that are brighter, have sharper edges, or different colors than their surroundings. Salience maps have been shown to predict attention in various tasks, such as scene viewing (Parkhurst, Law, and Niebur 2002;Foulsham and Applied Economic Perspectives and Policy Underwood 2008), visual search (Itti and Koch 2000;Rutishauser and Koch 2007), and decision making (Towal, Mormann, and Koch 2013;Orquin and Lagerkvist 2015). In fact, several studies suggest that salience exerts a small but robust effect on fixation likelihood so that decision makers are more likely to fixate on objects with a higher salience (Lohse 1997;Milosavljevic et al 2012;Navalpakkam et al 2012).…”

Section: Visual Saliencementioning

confidence: 99%

“…The latter effect is proverbially described as the small print effect, that is, the idea that presenting undesirable information in a smaller font will lower the likelihood of decision makers reading it and taking it into account. One example is small nutrition labels or nutrition labels of low salience that fail to attract attention and influence decision makers in a more healthful direction (Orquin and Lagerkvist 2015;Orquin et al 2016).…”

Section: The Gatekeeping Effectmentioning

confidence: 99%

Visual Biases in Decision Making

Orquin

Perkovic

Grunert

2018

Applied Eco Perspectives Pol

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We review research on eye movements in decision making and show that decision makers are subject to several visual biases such as the size, salience, position, emotional valence, predictability, and number of information elements. These biases lead decision makers to allocate their attention in ways that are arbitrary to their goals and sometimes bias their choices. We show that while some visual biases can be minimized, others are unavoidable. Consequently, it is impossible to present information in a completely neutral way. Any presentation format will bias decision makers to attend or ignore different information and thereby influence their choices.

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Effects of salience are both short- and long-lived

Cited by 28 publications

References 35 publications

Threats to the validity of eye-movement research in psychology

Threats to the validity of eye-movement research in psychology

Guiding Decision Makers' Eye Movements with (Un)Predictable Object Locations

Visual Biases in Decision Making

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