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The Axioms of Rational Decision-Making
By: Altan Wuliji, MS, CFP®, Consultant, The Wealth Office™

After reading The Power of Habit by Charles Duhigg, I couldn’t help but extrapolate his principal concepts to the average investor experience. The book essentially analyzes the neuro-association we have with habits, why habits exist and how habits can be transformed to enhance our lives. While we know that market timing and chasing returns contribute to this performance shortfall, are we able to glean any other lessons from the anecdotal “average investor”? Much research exists within the behavioral finance and psychology arenas to help us better understand our cognitive limits.

Experience-Self vs Memory-Self

One of the key takeaways from Daniel Kahneman’s (Nobel Prize for Behavioral Economics) research1 is that there is a difference between our experience-self versus our memory-self
. Take for example going to see a really good movie. As the movie reaches its peak toward the end, a cell phone goes off in the middle of the cinema. For many movie goers, this interruption would ruin the whole experience, but to Kahneman’s point, it actually doesn’t. What it had ruined were the memories of the movie goer’s experience, not the full viewing experience. As markets fluctuate, it begs the question, can the memory of a specific investment year be impacted by the number of times an investor checks his or her accounts? As perception can become reality, it’s interesting to observe that by monitoring a portfolio quarterly instead of daily, the probability of perceived losses drops from 46% to 35% even though the experience is the exact same.  While it may seem like a best practice to review the portfolio frequently, in the case of the average investor, it may cause greater anxiety and encourage someone to tinker with their long-term asset allocation strategy. This perception phenomenon will become even more challenging with the growth in technology and smart phone applications that allow us to check-in with more and more frequency.


Following the (Investment) Crowd

In 1951, scientist Solomon Asch devised a groundbreaking experiment on conformity2. Each person in the room had to state which comparison line below (A, B or C) was most like the target line. The real participant sat at the end of the row and gave his or her answer last. Asch was interested to see if the actual participant would conform to the majority view when the group intentionally provided wrong answers.
The results concluded that an astounding 32% of the participants went along with the group and shared the wrong answer. In the group where there was no pressure, less than 1% of participants shared a wrong answer. In the investment world, peer pressure can come in many forms (media, colleagues, family, water cooler, etc.) and ultimately, can make you less confident in your long-term plan.   

Recently, investors have not exactly flocked to asset classes exhibiting cheaper valuations such as emerging markets over their U.S. large cap counterpart. While a “buy low, sell high” mentality would be a sign for investors to consider diversifying into international assets, for many people, it’s more comfortable to stick with buying the S&P 500. Overcoming the recent bias of experiencing 5 years of consecutive positive returns can be challenging for some but the sentiment to react can be just underneath the surface.

We’re Predictably Irrational

Dan Ariely, Behavioral Economist from MIT, led a fascinating talk3 on how our intuition often fools us in repeatable, predictable and consistent ways. For many, selling out of a beloved stock may invoke strong emotions. When a favorite stock rises, there’s a tendency to hold on in order to avoid selling too soon. Conversely, if the same stock falls, investors tend to sympathize with the predicament and hold on to let the stock try and bounce back to avoid realizing a painful loss. This behavior reflects the influence our emotional state has over decisions which may not make sense from an investment perspective. In the absence of a thoughtful strategy, how we feel at the time paradoxically becomes the underlying strategy to our investment detriment.  

The Paradox of Choice

Social theory pioneer, Barry Schwartz, challenges the notion that more choice and more freedom is better4. He quips on the experience of selecting a salad dressing out of the 175 choices available at the grocery store or setting up a stereo system where there are 6.5 million stereo system combinations at the electronic store. The same could be said about diversification, where investors are lead to believe that the more investments and more holdings in a portfolio, the better for performance and risk. Using too many managers within an asset class can essentially translate to owning an entire universe of stocks while paying higher costs over a conventional basket of stocks within an index. Anecdotally, you could envision such managers holding opposing viewpoints within their respective portfolio, thus limiting or cancelling the potential benefit of one manager over another. In looking at the numbers, survivorship and long-term outperformance across managers are potential issues. In a study conducted by Vanguard on 1,540 actively managed U.S. equity funds, only 55% survived over a 15-year period and of those that survived, only 18% had outperformed.
Unfortunately, portfolio construction for many becomes a process of selecting potential winning managers from over 26,000 mutual funds and such an abundance of choice can lead to paralysis and a reliance on heuristics or rules of thumb.
 
As investors, there’s always a delicate balance when determining what is ideal versus what we can accept. Someone once shared with me that the best way to invest, when you are diversified, is to be disciplined and detached. Working with an investment consultant can be helpful in building awareness of your strong biases as well as providing a counter. Discipline plays a key role in the development of our Three Levers, Frontier Engineer™ and Portfolio Engineer™ processes, all tools designed to identify potential blind spots. Ultimately, discipline and detachment are great habits to build in an environment where technology and a barrage of too much information may derail our ability to stay the course.
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