Definitionv1
Satisficing: the decision-making strategy of searching until
Satisficing: the decision-making strategy of searching until finding an option that meets a minimum acceptable threshold and then stopping, rather than exhaustively searching for the optimal solution
Why This Is a Definition
This definition clearly states the genus (decision-making strategy) and differentia (search until threshold met, then stop) that distinguishes satisficing from maximizing. It directly references Herbert Simon's original coinage and provides the precise operational boundary for this cognitive approach.
Source Lessons
L-0447
Satisficing versus maximizing
For most decisions good enough is better than perfect because the search cost exceeds the improvement.
L-0564
Optimization has diminishing returns
Each improvement gets harder and smaller — know when further optimization is not worth the cost.
L-0450
Time pressure as a decision tool
Setting deadlines for decisions prevents analysis paralysis.
Connections
Defines (31)
AxiomWorking Memory Capacity LimitAxiomExponential Information DecayAxiomExtended Cognition ThesisAxiomDirected Attention as Depletable ResourceAxiomHindsight Bias and Calibration NecessityAxiomHabits as Context-Response AssociationsAxiomExpertise Transforms Perceptual ChunkingAxiomLinguistic Structuring of ThoughtAxiomAutomatic Fusion of Observation and InterpretationAxiomDual Coding Theory: Verbal and Visual ChannelsAxiomConversational Memory Asymmetry From Production PlanningAxiomUltradian and Circadian Cognitive RhythmsAxiomNeural Plasticity Enables Lifelong Automatic LearningAxiomPerceptual Plasticity Through TrainingAxiomEmotion as Systematic Cognitive ModulatorAxiomGlucose-Cognition Dependency ThresholdAxiomBias Blind Spot AsymmetryAxiomExpertise as Domain-Specific Schema OrganizationAxiomConsciousness Requires Global Neural IntegrationAxiomCognition Operates Through Dual Processing SystemsAxiomHierarchical Chunking Expands CapacityAxiomDunbar's Number Limits Stable RelationshipsAxiomBasic-Level Category PrivilegeAxiomConstrual Level Effects on PerceptionAxiomPiagetian Equilibration Through Schema DynamicsAxiomReference class forecasting (using base rates from similarAxiomHuman beings make decisions under conditions of incompleteAxiomExpert performance in complex domains requires deliberateAxiomDefault options determine behavior more reliably thanAxiomRegulatory flexibility—the ability to shift betweenPrincipleUse satisficing decision rules (define 'good enough'