Social Movements and Social Change

1
Social Movements and Social Change
2
Announcements

• Soc Lexicon Final Deadline Today, 5 pm!

3
Extensions to PD model

• Allow for conferencing
• participants make a pact
• Creates even more incentive to defect?
• Multiple iterations
• Dont want to rat out partner, since they might
  punish you next time
• More actors
• Hope that others will cooperate

4
Generalizing to Groups

• There are large numbers of persons relative to a
  particular space
• All persons have the same 2 opposing impulses, to
  conform (usually the dominant impulse) and not to
  conform
• It is possible to act non-normatively that is,
  it is physically possible to do the non-normative
  thing

5
Payoff matrix for groups
P /- G
P -- G -
P G /-
P /- G --
6
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

7
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

8
Class Union Outcome
P snacks (-) G snacks fun
P out 1 G nada
P free snacks! G snacks
P no loss G no snacks
9
Collective Goods and the Free Rider Problem
Collective good Provided (optimal)
sucker
Sub-optimal outcome
Free rider
10
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

11
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