Assent-maximizing Social Choice

Katherine A. Baldiga; Jerry R. Green

Article | Social Choice and Welfare

Assent-maximizing Social Choice

by Katherine A. Baldiga and Jerry R. Green

Abstract

We take a decision theoretic approach to the classic social choice problem, using data on the frequency of choice problems to compute social choice functions. We define a family of social choice rules that depend on the population's preferences and on the probability distribution over the sets of feasible alternatives that the society will face. Our methods generalize the well-known Kemeny Rule. In the Kemeny Rule, it is known a priori that the subset of feasible alternatives will be a pair. We define a distinct social choice function for each distribution over the feasible subsets. Our rules can be interpreted as distance minimization—selecting the order closest to the population's preferences, using a metric on the orders that reflects the distribution over the possible feasible sets. The distance is the probability that two orders will disagree about the optimal choice from a randomly selected available set. We provide an algorithmic method to compute these metrics in the case where the probability of a given feasible set is a function only of its cardinality.

Keywords: Decision Choices and Conditions; Theory; Measurement and Metrics; Mathematical Methods; Society;

Format: Print

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Citation:

Baldiga, Katherine A., and Jerry R. Green. "Assent-maximizing Social Choice." Social Choice and Welfare 40, no. 2 (February 2013): 439–460.

Case | HBS Case Collection | November 2019

Starbucks: Reaffirming Commitment to the Third Place Ideal

Francesca Gino, Katherine B. Coffman and Jeff Huizinga

On April 12, 2018, two African American entrepreneurs had scheduled a business meeting at a Starbucks in Philadelphia’s Rittenhouse Square neighborhood. They sat without ordering, waiting for a local businessman to show up for the meeting. The store manager called 911 on them, despite the fact that they were behaving neither violently nor disruptively. When the police arrived soon after the call, they arrested the young men. The incident was viewed by the Starbucks’ leadership team, including the CEO, as “a disheartening situation” and, in the words of John Kelly, the company’s Senior VP of Public Affairs and Social Impact, “a profound failure to live up to our ideals and a violation of our values.” Starbucks, which employed around 175,000 individuals nationwide and served more than 4 million customers daily in its approximately 8,000 U.S. stores, strived to abide by its mission statement: “…To inspire and nurture the human spirit, one cup, one person, one neighborhood at a time.”
The case describes how the company and its leadership responded to the crisis. To react to the incident, the leadership decided to close down its stores for a day of unconscious bias training, aimed at raising awareness of racial bias and discrimination in particular. The company also started a journey of providing more training and development for the partners, to assure that they lived by the company values on a daily basis, and revised store policy that, the leadership believed, contributed to how the store managers and employees in the Rittenhouse Square store behaved back in April 2018. As the case closes, CEO Steve Johnson reflects on how he could assure that every Starbucks employee not only understood the company mission and values, but truly connected to them emotionally and carry them out daily in their work.

Keywords: Mission and Purpose; Values and Beliefs; Prejudice and Bias; Crisis Management; Employees; Training;

Citation:

Gino, Francesca, Katherine B. Coffman, and Jeff Huizinga. "Starbucks: Reaffirming Commitment to the Third Place Ideal." Harvard Business School Case 920-016, November 2019. View Details

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Labor market outcomes depend, in part, upon an individual’s willingness to put herself forward for different career opportunities. In this paper, we use both laboratory and field experiments to better understand decisions around willingness to apply for higher return, more challenging work, with a focus on gender differences. We find that, in male-typed domains, women are less likely to view themselves as well-qualified for a given opening, both because of differences in forecasts about own ability, but also, and importantly, because of differences in how high men and women believe “the bar” is. We show that these beliefs matter for application decisions. Finally, we provide evidence that a simple intervention, in which required qualifications are stated more precisely and objectively, helps to close the gender gap in willingness to apply, increasing both the average talent and the diversity of the applicant pool.

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Assent-maximizing Social Choice

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