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What Are Oversimplification and Exaggeration Fallacies?
The causation fallacies: oversimplification and exaggeration
The causation fallacies, known as oversimplification and exaggeration, occurs when a series of real causes for an event is either reduced or overstated to the extent that it distorts the truth. Multiple causes are reduced to just one or a few (oversimplification), or a few causes are multiplied into many (exaggeration).
For the sake of brevity, well-intentioned writers and speakers can fall into the trap of oversimplification. They may leave out too many details and omit critical information that needs to be included.
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The fallacy of Oversimplification
In the real world, events typically have multiple intersecting causes that work together to cause the events we see.
However, the complexities are often difficult to grasp and even harder to change, resulting in simplification. While the causes we cite may be true, it seldom is the sole or primary cause.
The fallacy of Exaggeration
An exaggeration fallacy is committed when irrelevant causal influences are added to the argument.
For example, "My client killed Joe Smith, but the cause for his violent behaviour was eating junk food which impaired his judgment." There is no clear link between junk food and violent behaviour, and the real causes end up being hidden behind irrelevant pseudo-causes.
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Basic structure of an argument from incredulity
Premise 1: I can’t explain or imagine how proposition X can be true.
Premise 2: if a certain proposition is true, then I must be able to explain or imagine how that can be.
It’s ok to be incredulous
... and to bring this up as part of an argument. The issue with doing so occurs when this incredulity isn’t justified or supported by concrete information, and when this lack of belief is used in order to assume that a preferred personal explanation must be the right one, despite the lack of proof.
At the same time, it’s also important to remember that it’s possible that the person using the argument from incredulity is right, despite the fact that their reasoning is flawed.
Counter the argument from incredulity
- Explain why this sort of reasoning is fallacious: namely the fact that your opponent’s inability to explain a certain phenomenon or to understand a certain theory, does not invalidate current explanations for it.
- Shift the burden of proof back to your opponent: ask them to support their initial assertion, and explain why they are incredulous, and why they think that this validates their position.
- If possible, you should show that there is scientific evidence that can be used in order to explain the phenomenon that’s being discussed.
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Fallacies
A fallacy is the use of faulty reasoning in an argument.
There are formal and informal fallacies:
- A formal fallacy describes a flaw in the construction of a deductive ar...
Appeal to privacy
In this fallacy, someone behaves in a way that negatively affects others but then gets upset when others criticize their behavior. They will reply with a "mind your own business."
For instance, someone who doesn't see a reason to bathe, but then boards a full 10-hour flight.
Sunk cost fallacy
It happens when someone continues in a course of action, even if evidence shows that it's a mistake.
Common phrase: "We've always done it this way, so we'll keep doing it this way." "I've already invested so much..."
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Biases...
... specifically cognitive biases, are your unchecked tendencies to make decisions or take actions in an irrational way.
Instead of making decisions based on facts and data, you ...
Biases = shortcuts for processing information
The brain creates shortcuts in order to make fast decisions when it hits information or inspiration overload.
These shortcuts form unconscious biases so it’s easier for your brain to categorize information and make quick judgments over and over again.
Self-serving Bias
This means that when something good happens, you take the credit, but when something bad happens, you blame it on external factors.
Self-serving bias may manifest at work when you receive critical feedback. Instead of keeping an open mind, you may put up a defense when your manager or team member is sharing feedback or constructive criticism.
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