Thomas Schelling’s Micromotives and Macrobehavior shows what fun it must be to be an economist. More specifically, it shows what fun it must be to
be Thomas Schelling. It’s not a book of high theory; it is a book of high particularity. A typical paragraph resembles this one:
Among the social sciences the one that conforms most to the kind of analysis I have been describing is economics. In economics the “individuals” are people, families, owners of farms and businesses, taxi drivers, managers of banks and insurance companies, doctors and school teachers and soldiers, and people who work for the banks and the mining companies. Most people, whether they drive their own taxis or manage continent-wide airlines, are expected to know very little about the whole economy and the way it works. They know the prices of the things they buy and sell, the interest rates at which they lend and borrow, and something about the pertinent alternatives to the ways they are currently earning their living or running their business or spending their money. The dairy farmer doesn’t need to know how many people eat butter and how far away they are, how many other people raise cows, how many babies drink milk, or whether more money is spent on beer than on milk. What he needs to know is the prices of different feeds, the characteristics of different cows, the different prices farmers are getting for milk according to its butter fat content, the relative costs of hired labor and electrical machinery, and what his net earnings might be if he sold his cows and raised pigs instead or sold his farm and took the best job for which he’s qualified in some city he is willing to live in.
When Schelling walks down the street, I imagine him with a giant grin or, barring that,
a notepad in his hand to take down his thoughts on whatever he might be looking at; every last bit of the world must fascinate him. The great fun in economics, to me, is not what it has to tell me about optimal investment strategies — finance being only a small, if important, part of life — but rather what it has to say about human behavior, and particularly human behavior in the face of other humans.
There are some basic problems of arithmetic that our desires might well create; Schelling very charmingly entitles a chapter on this subject “The Inescapable Mathematics of Musical Chairs.” If we all want to live a solitary life in the country, we’ll all move to the country and find ourselves surrounded by the people we were trying to escape. We can’t all dispose of our Canadian quarters, says Schelling (clearly not anticipating a day when they’d be worth more than American ones): you pawn off your quarters on me, I pawn them off on my neighbor, and yet still the total stock of quarters is exactly where it was. This accounting for musical chairs gives economics much of its power. It’s what happens when you take your eyes off individuals for just a moment and think about their behavior in crowds.
What happens if no one in a university can stand being in the bottom 10% of his class? The bottom 10% will leave. Now 90% of the original class is left, and there’s a new bunch in the bottom 10%. They leave. And so forth. Eventually, if this process continues, the class will whittle down to 10% of its original size.
An unrealistic example, surely, but it’s illustrative. The most famous model of this sort in Micromotives and Macrobehavior is the segregation model. Suppose
few people wish to live in a racially homogeneous community; everyone desires some integration. But suppose people don’t want to be too isolated: white people have no problem living with black people, so long as the white people aren’t the minority in their neighborhoods. What will happen to the racial composition of neighborhoods? Schelling simulates a small city on a standard 8×8 cheesboard, with nickels and dimes representing white and black people. The board starts out in one equilibrium where everyone is satisfied with his neighbors and no one is too isolated. Then there’s a minor shock to the system: a few people move away at random around the board. Suddenly black people have no neighbor on one side, and only white people on the other. What was a satisfying equilibrium before is now unsatisfying to at least one person on the board, so he moves to a neighborhood whose racial composition is more to his liking. This process continues until we’ve reached a new equilibrium. More often than not, this equilibrium involves massive segregation. No one desired that it be this way; people only wished that those near them looked somewhat like them.
A few questions naturally present themselves here. How many equilibria are there? How many stable equilibria are there? (Perfect integration was an equilibrium at the start of the experiment, but it was unstable in the face of mild shocks.) The convergence to segregation depends on how homogeneous people wish their neighborhoods to be; if everyone desires that 50% of his neighbors be like him, does that change anything? Also, do the conclusions change when we move from a small city modeled by an 8×8 board to a larger one? A paper that Cosma Shalizi linked to, entitled “Schelling’s Segregation Model: Parameters, Scaling, and Aggregation”, suggests that Schelling’s conclusions about segregation are purely small-city phenomena.
The thing is, Schelling may well have touched on these issues; Micromotives and Macrobehavior is the sort of book whose lessons are deep and actually rigorous, but don’t seem so at first. It wasn’t until I mulled it over that I realized how much he’d been saying.
One of the lessons has been well-rehearsed elsewhere (e.g., No One Makes You Shop At Wal-Mart): in many cases, the decisions that we make individually cannot be expected to result in outcomes that we all would have chosen had we coordinated.
You don’t even need to look at the level of an entire society; Schelling has plenty of examples from everyday life. Maybe the easiest is something that happened to him while driving back from Cape Cod: a mattress had fallen off the roof of someone’s car and had snarled traffic for hours. If the driver of that car with the mattress could somehow have borne (in the jargon: “internalized”) the costs that he inflicted on everyone else, he’d probably have stopped his car, fetched the mattress, and saved everyone a lot of lost time. Or if all the other drivers could have coordinated somehow, they might have been able to get that mattress off the road and save everyone behind them the time that they all lost. Absent any coordination, though, that mattress might still be laying there.
This coordination doesn’t need to come in the form of an enforcer with guns, necessarily; social norms can do it. What if we’ve all been trained by our parents to feel great shame at not helping others? You can certainly imagine social structures in which people would fight others for the right to clear off that mattress. If it’s hard to envision this, suppose that selflessness were actually sexy.
The direction you turn from here is asking how societies solve coordination problems — how we encourage each other to behave in a way that helps out everyone. One set of tricky cases are ones like the mattress, where there’s no way for people to talk with one another and work out a solution ahead of time. Even if everyone could sign a contract agreeing to pick up any mattresses should they fall on the road, that contract is not self-enforcing unless we have police standing at every corner, ready to ticket anyone who fails to stop. (The ticketing solution, in any case, raises its own implementation difficulties: how large does the ticket need to be so that even wealthy people have an incentive to stop?) How do we construct self-enforcing structures to make people do the right thing?
Or how do you prevent fishermen from overfishing a body of water? If every other fisherman is a good boy and holds back on the fish he catches, it’s in my interests to fish more — assuming I won’t be caught. But then every fisherman behaves like I do, and the agreement falls apart; this is known as the Prisoner’s Dilemma. We want everyone to do the right thing even when we know that no one is watching. One frequently raised solution is to give everyone strong property rights: we auction off patches of water, and give you the exclusive right to fish there. If I can make a $100,000 profit every year from my patch of water, and you think you can make $200,000 (by either harvesting more fish or spending less money to do so), I’ll sell the rights in my patch of water to you. Eventually, as the patch of water changes hands, it’ll arrive at the person who can make the most profit off of it.
That assumes a bunch of things, and it’s one of the accomplishments of economics since at least
Ronald Coase to have
enumerated exactly what’s assumed. One assumption is that transaction costs can be ignored: I can sell you the rights to my
patch of water for not very much money. That’s not right: I need to hire a lawyer to structure the contract,
among many other things. And it’s not costless to hold onto the patch of water, either: if my rights in the water are exclusive, I have to pay to keep
others out. Here “pay” doesn’t necessarily mean money; it could just mean that I have to spend part of my time patrolling my water to kick out interlopers.
Enforcing my property rights incurs a cost.
Depending on the exact costs and benefits, it may be better for us to pool our resources, cooperate on fishing, and contract out the enforcement to a third party. That third party may develop an expertise at low-cost enforcement of contracts. It may be in the interests of many constituencies to hire the same enforcer. In time this starts to sound like a definition of “government.”
Strong property rights are
maximally efficient (in the sense of maximizing total welfare) when contracting is costless, when a transaction can be completely contracted, and when
I bear all the costs for everything related to the transaction. When a factory dumps smoke into the air or sewage into the water, it has just reduced
my quality of life without incurring any costs to itself. When a United Airlines flight bombards my house with noise, United Airlines doesn’t pay me anything,
and yet the value of my property may well be lowered. That’s an “externality” — a cost that has not been internalized into the cost of the plane ticket.
It would be infeasible for the airline to contract with every house that it might inconvenience in its flight path; the Court in
U.S. v. Causby declared that “common sense revolts” at the idea of such contracting. Before airplanes existed, the courts recognized a property right extending
“to the periphery of the universe”; after airplanes, we needed to adjust our understanding of what a property right was, and temper our ideologies. The Randians, it
seems, never caught up.
It seems to me that understanding the fundamental coordination problem — how to get people to act individually in a way that benefits everyone –
requires us to dive into the irreducible particularity of the world. We can act like Rand-cultists and declare that Reason herself dictates the
structure of the universe and the structure of human rights, but it isn’t so. Different situations will often (not always, but often)
demand different solutions. Strong property
rights entail their own costs; centralization entails its own. We use economics as a set of guideposts, and we use it to filter
out arguments that are bad — not necessarily to filter in the truth. Economics might strongly militate a certain set of beliefs; it might
establish that those possessing the information necessary to get things done right are on the “edge”, not at the center. So it might push us to shift
decisionmaking out, rather than in. But my amateur’s sense of the thing is that we’re often going to need to confront individual cases, and that
some economic principles will often conflict with others. The only way to resolve that conflict is to
give due weight to each principle, and use scientific methods to do so. Let’s be
Popperians rather than Rand-cultists. Our lives and our societies will be better for it.