  How do algorithmic decision aids introduced in business decision processes
affect task performance? In a first experiment, we study effective
collaboration. Faced with a decision, subjects alone have a success rate of
72%; Aided by a recommender that has a 75% success rate, their success rate
reaches 76%. The human-system collaboration had thus a greater success rate
than each taken alone. However, we noted a complacency/authority bias that
degraded the quality of decisions by 5% when the recommender was wrong. This
suggests that any lingering algorithmic bias may be amplified by decision aids.
In a second experiment, we evaluated the effectiveness of 5 presentation
variants in reducing complacency bias. We found that optional presentation
increases subjects' resistance to wrong recommendations. We conclude by arguing
that our metrics, in real usage scenarios, where decision aids are embedded as
system-wide features in Business Process Management software, can lead to
enhanced benefits.
