经济学的思维方式(第11版)(英文版)_02010300
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Why is it that people are inclined to cooperate more or less naturally? Wilson repeats a favorite example of game theorists to explain why “cooperativeness” might be partially explained as an outcome of natural selection. Consider two people in early times, Trog and Helga, who are subject to attack by sabretooth tigers. The “game” they must play in the woods is a variant of the prisoner’s dilemma game. If they both run, then the tiger will kill and eat the slowest runner. If they both stand their ground -- and cooperate in their struggle – then perhaps they can defeat the tiger. However, each has an incentive to run when the other stands his or her ground, leaving the brave soul who stands firm to be eaten.
What do people do? What should they do? Better yet, what do we expect them to do -- eventually? We suspect that different twosomes caught in the woods by sabretooth tigers over the millenniums have tried a number of strategies. However, running is, over the long run, a strategy for possible extinction, given that the tiger can pick off the runners one by one. We should not be surprised that human society has come to be dominated by people who have a “natural” tendency to cooperate or who have found ways to inculcate cooperation in their members. Moreover, parents spend a lot of family resources trying to ensure that children see the benefits of cooperation, and school teachers and coaches reinforce those values with an emphasis on the benefits of sharing and doing what one is supposed to do or has agreed to do vis a vis people beyond the reach of the family. Managers do much the same.
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Chapter 6. Reasons for Firm IncFra Baidu bibliotekntives
19
have shown that people will be more cooperative with more equal shares of whatever it is that is being divided (and women are more inclined to favor “equal shares” than men). People are willing to extend favors in cooperative ventures in the knowledge that the favor will be returned. They will work harder when they believe they are not underpaid. People are more likely to cooperate with close family members and friends than far-removed strangers, and they will be less likely to cooperate with others, whether close at hand or far removed, when the cost of cooperating is high. They work harder, in other words, when they believe they are among members of their relevant “in-group.” Even training can be more effective in raising worker productivity when it is provided within in-groups, regardless of whether they come from collectivistic or individualistic societies.
What do people do? What should they do? Better yet, what do we expect them to do -- eventually? We suspect that different twosomes caught in the woods by sabretooth tigers over the millenniums have tried a number of strategies. However, running is, over the long run, a strategy for possible extinction, given that the tiger can pick off the runners one by one. We should not be surprised that human society has come to be dominated by people who have a “natural” tendency to cooperate or who have found ways to inculcate cooperation in their members. Moreover, parents spend a lot of family resources trying to ensure that children see the benefits of cooperation, and school teachers and coaches reinforce those values with an emphasis on the benefits of sharing and doing what one is supposed to do or has agreed to do vis a vis people beyond the reach of the family. Managers do much the same.
A-PDF Split DEMO : Purchase from www.A-PDF.com to remove the watermark
Chapter 6. Reasons for Firm IncFra Baidu bibliotekntives
19
have shown that people will be more cooperative with more equal shares of whatever it is that is being divided (and women are more inclined to favor “equal shares” than men). People are willing to extend favors in cooperative ventures in the knowledge that the favor will be returned. They will work harder when they believe they are not underpaid. People are more likely to cooperate with close family members and friends than far-removed strangers, and they will be less likely to cooperate with others, whether close at hand or far removed, when the cost of cooperating is high. They work harder, in other words, when they believe they are among members of their relevant “in-group.” Even training can be more effective in raising worker productivity when it is provided within in-groups, regardless of whether they come from collectivistic or individualistic societies.