Misjudgment Exacerbates Collective Action Problems
Joshua Lewis (New York University), Shalena Srna (University of Michigan), Erin Morrissey (New York University), Matti Wilks (University of Edinburgh), Christoph Winter (Instituto Tecnológico Autónomo de México and Harvard Univeristy) and Lucius Caviola (Global Priorities Institute, University of Oxford)
GPI Working Paper No. 2-2024
In collective action problems, suboptimal collective outcomes arise from each individual optimizing their own wellbeing. Past work assumes individuals do this because they care more about themselves than others. Yet, other factors could also contribute. We examine the role of empirical beliefs. Our results suggest people underestimate individual impact on collective problems. When collective action seems worthwhile, individual action often does not, even if the expected ratio of costs to benefits is the same. It is as if people believe “one person can’t make a difference.” We term this the collective action bias. It results from a fundamental feature of cognition: people find it hard to appreciate the impact of action that is on a much smaller scale than the problem it affects. We document this bias across nine experiments. It affects elected policymakers’ policy judgments. It affects lawyers’ and judges’ interpretation of a climate policy lawsuit. It occurs in both individualist and collectivist sample populations and in both adults and children. Finally, it influences real decisions about how others should use their money. These findings highlight the critical challenge of collective action problems. Without government intervention, not only will many individuals exacerbate collective problems due to self-interest, but even the most altruistic individuals may contribute due to misjudgment.
Other working papers
Prediction: The long and the short of it – Antony Millner (University of California, Santa Barbara) and Daniel Heyen (ETH Zurich)
Commentators often lament forecasters’ inability to provide precise predictions of the long-run behaviour of complex economic and physical systems. Yet their concerns often conflate the presence of substantial long-run uncertainty with the need for long-run predictability; short-run predictions can partially substitute for long-run predictions if decision-makers can adjust their activities over time. …
It Only Takes One: The Psychology of Unilateral Decisions – Joshua Lewis (New York University) et al.
Sometimes, one decision can guarantee that a risky event will happen. For instance, it only took one team of researchers to synthesize and publish the horsepox genome, thus imposing its publication even though other researchers might have refrained for biosecurity reasons. We examine cases where everybody who can impose a given event has the same goal but different information about whether the event furthers that goal. …
Tough enough? Robust satisficing as a decision norm for long-term policy analysis – Andreas Mogensen and David Thorstad (Global Priorities Institute, Oxford University)
This paper aims to open a dialogue between philosophers working in decision theory and operations researchers and engineers whose research addresses the topic of decision making under deep uncertainty. Specifically, we assess the recommendation to follow a norm of robust satisficing when making decisions under deep uncertainty in the context of decision analyses that rely on the tools of Robust Decision Making developed by Robert Lempert and colleagues at RAND …