Ryan

“LIVE OR DIE': the graffiti message on the pier at Santa Monica is mysterious, because we really have no choice between life and death. If you live, you live, if you die, you die. It is like saying 'be yourself, or don't be!' It is stupid, and yet it is enigmatic. You could read it to mean that you should live intensely or else disappear, but that is banal. Following the model of 'payor die!', 'your money or your life!', it would become ' your life or your life!'. Stupid, again, since you cannot exchange life for itself. And yet there is poetic force in this implacable tautology, as there always is when there is nothing to be understood. In the end, the lesson of this graffiti is perhaps: 'if you get more stupid than me, you die!”
― Jean Baudrillard, America

“When we notice someone suffering and immediately decide to help them, it “says” to our associates, “See how easily I’m moved to help others? When people near me are suffering, I can’t help wanting to make their situation better; it’s just who I am.” This is a profoundly useful trait to advertise; it means you’ll make a great ally. The more time other people spend around you, the more they’ll get to partake of your spontaneous good will. It’s this function of charity that accounts for a lot of the puzzles we discussed earlier. For one, it explains why we donate so opportunistically. Most donors don’t sketch out a giving strategy and follow through as though it were a business plan.”
― Kevin Simler, The Elephant in the Brain: Hidden Motives in Everyday Life

“A common problem plagues people who try to design institutions without accounting for hidden motives. First they identify the key goals that the institution “should” achieve. Then they search for a design that best achieves these goals, given all the constraints that the institution must deal with. This task can be challenging enough, but even when the designers apparently succeed, they’re frequently puzzled and frustrated when others show little interest in adopting their solution. Often this is because they mistook professed motives for real motives, and thus solved the wrong problems. Savvy institution designers must therefore identify both the surface goals to which people give lip service and the hidden goals that people are also trying to achieve. Designers can then search for arrangements that actually achieve the deeper goals while also serving the surface goals—or at least giving the appearance of doing so. Unsurprisingly, this is a much harder design problem. But if we can learn to do it well, our solutions will less often meet the fate of puzzling disinterest. We should take a similar approach when reforming a preexisting institution by first asking ourselves, “What are this institution’s hidden functions, and how important are they?” Take education, for example. We may wish for schools that focus more on teaching than on testing. And yet, some amount of testing is vital to the economy, since employers need to know which workers to hire. So if we tried to cut too much from school’s testing function, we could be blindsided by resistance we don’t understand—because those who resist may not tell us the real reasons for their opposition. It’s only by understanding where the resistance is coming from that we have any hope of overcoming it. Not all hidden institutional functions are worth facilitating, however. Some involve quite wasteful signaling expenditures, and we might be better off if these institutions performed only their official, stated functions. Take medicine, for example. To the extent that we use medical spending to show how much we care (and are cared for), there are very few positive externalities. The caring function is mostly competitive and zero-sum, and—perhaps surprisingly—we could therefore improve collective welfare by taxing extraneous medical spending, or at least refusing to subsidize it. Don’t expect any politician to start pushing for healthcare taxes or cutbacks, of course, because for lawmakers, as for laypeople, the caring signals are what makes medicine so attractive. These kinds of hidden incentives, alongside traditional vested interests, are what often make large institutions so hard to reform. Thus there’s an element of hubris in any reform effort, but at least by taking accurate stock of an institution’s purposes, both overt and covert, we can hope to avoid common mistakes. “The curious task of economics,” wrote Friedrich Hayek, “is to demonstrate to men how little they really know about what they imagine they can design.”8”
― Kevin Simler, The Elephant in the Brain: Hidden Motives in Everyday Life

“Now, your skill as a speaker can manifest itself in a variety of ways. You might simply have encyclopedic knowledge about many topics. Or you might be intelligent, able to deduce new facts and explanations on the fly. Or you might have sharp eyes and ears, able to notice things that other people miss. Or you might be plugged into valuable sources of information, always on top of the latest news, gossip, and trends. But listeners may not particularly care how you’re able to impress, as long as you’re consistently able to do so. If you’re a reliable source of new information, you’re likely to make a good teammate, especially as the team faces unforeseeable situations in the future. In other words, listeners care less about the tools you share with them; they’re really salivating over your backpack.”
― Kevin Simler, The Elephant in the Brain: Hidden Motives in Everyday Life