Social Movements and Social Change

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Extensions to PD model

Allow for conferencing participants make a pact Creates even more incentive to defect?

Multiple iterations Don’t want to rat out partner, since they

might punish you next time More actors

Hope that ‘others’ will cooperate

Generalizing to Groups

1. There are large numbers of persons relative to a particular space

2. All persons have the same 2 opposing impulses, to conform (usually the dominant impulse) and not to conform

3. It is possible to act non-normatively; that is, it is physically possible to do the non-normative thing

Payoff matrix for groups

P = +/-G = ++

P = --G = -

P = ++G = +/-

P = +/-G = --

Person

Group

Take Turns

Rush Exit

Take Turns Rush Exit

Payoff matrix

Implication of PD models

Behavior that is rational at the individual level leads to sub-optimal outcomes at the aggregate (collective, group) level

Can explain riots and mobs, without attributing behavior to ‘loss of control’

Results in a failure to provide collective goods

Collective Goods

Goods that, if provided, are enjoyed by all, whether or not they contribute to their provision

Examples: Commons Parks PTA Picnics public television clean air union negotiated wages

Class ‘Union’ Outcome

P = snacks (-)G = snacks + fun

P =out $1G = nada

P = free snacks!G = snacks

P = no lossG = no snacks

Person

Group

Vote Yes

Vote No

Vote Yes Vote No

Payoff matrix

Collective Goods and the Free Rider Problem

Collective goodProvided(optimal)

‘sucker’

Free riderSub-optimal

outcome

Person

Group

Contributes

Doesn’tcontribute

Contributes Doesn’t contribute

Payoff matrix

Free Riders

Free riders enjoy the benefits of collective goods without contributing to their provision

It is rational to be a free-rider if you can get away with it, but if everyone is a free rider, collective goods will never be provided

Solution to the free rider problem: Organization

Overcoming the Free Rider Problem

Organizations may offer Incentives (available only to those who contribute) to encourage people to participate Selective incentives: special tangible benefits

available only to members According to RC, strongest type of incentive

Solidary incentives: promise of strong social bonds among members, distinction between “us” and “them”

Hard to maintain in large groups Value incentives: emphasis on intrinsic value of

the work of the organization