The Difference Between Rationality and Intelligence

The New York Times:

ARE you intelligent — or rational? The question may sound redundant, but in recent years researchers have demonstrated just how distinct those two cognitive attributes actually are.

It all started in the early 1970s, when the psychologists Daniel Kahneman and Amos Tversky conducted an influential series of experiments showing that all of us, even highly intelligent people, are prone to irrationality. Across a wide range of scenarios, the experiments revealed, people tend to make decisions based on intuition rather than reason.

In one study, Professors Kahneman and Tversky had people read the following personality sketch for a woman named Linda: “Linda is 31 years old, single, outspoken and very bright. She majored in philosophy. As a student, she was deeply concerned with issues of discrimination and social justice, and also participated in antinuclear demonstrations.” Then they asked the subjects which was more probable: (A) Linda is a bank teller or (B) Linda is a bank teller and is active in the feminist movement. Eighty-five percent of the subjects chose B, even though logically speaking, A is more probable. (All feminist bank tellers are bank tellers, though some bank tellers may not be feminists.)

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But starting in the late 1990s, researchers began to add a significant wrinkle to that view. As the psychologist Keith Stanovich and others observed, even the Kahneman and Tversky data show that some people are highly rational. In other words, there are individual differences in rationality, even if we all face cognitive challenges in being rational. So who are these more rational people? Presumably, the more intelligent people, right?

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There is also now evidence that rationality, unlike intelligence, can be improved through training. In a pair of studies published last year in Policy Insights From the Behavioral and Brain Sciences, the psychologist Carey Morewedge and colleagues had subjects (more than 200 in each study) complete a test to assess their susceptibility to various decision-making biases.

Read the whole story: The New York Times