Eliciting implicit paradigms in allocating resources: “Satisficing” performance and “illusion of control”

The negative framing and context of performance has received significant attention in decision research. At the same time, historical success appears to reduce openness to radical learning and the exploration of new, alternative approaches. This study elicited individuals’ implicit paradigms within a historically successful, progressive decision situation. Individuals, given the opportunity to re‐allocate time, gave more time to below performing ventures and took time away from above performing ventures. “Illusion of control” and “satisficing” theories were used to explain the individuals’ implicit paradigms.