Is Transparency to No Avail? Committee Decision-Making, Pre-Meetings, and Credible Deals

Transparent decision-making processes are widely regarded as a prerequisite for the working of a representative democracy. It facilitates accountability, and citizens may suspect that decisions, if taken behind closed doors, do not promote their interests. Why else the secrecy? We provide a model of committee decision-making that explains the public.s demand for transparency, and committee members. aversion to it. In line with case study evidence, we show how pressures to become transparent induce committee members to organize pre-meetings away from the public eye. Outcomes of pre-meetings, deals, are less determined, more anarchic, than those of formal meetings, but within bounds. We characterize deals that are self-enforcing in the formal meeting.Committee decision-making, reputational concerns, transparency, pre-meetings, deliberation, self-enforcing deals, coalitions

Decision Making and Learning in a Globalizing World

Decision-makers can benefit from the experience of others with solutions to common problems. If a best practice exists, the challenge is to recognize it and to ensure its diffusion. Information about different solutions is often dispersed, and decision-makers may be reluctant to switch for reputational reasons. We study how (i) the assignment of decision rights (who decides on the solutions.implementation?) and (ii) globalization (who knows what about solutions adopted in other places?) in.uence both the quality of the information on locally adopted solutions that decision-makers exchange and the quality of the solutions that are actually being used next.centralization, decentralization, learning, cheap talk, reputational concerns, globalization, health care consensus panels, EU Open Method of Coordination

Learning from others? Decision rights, strategic communication, and reputational concerns

We examine centralized versus decentralized decision making when experience of agents is private information and communication is necessary to learn from others. An agent has reputational concerns and his market may or may not observe what the other agent chooses (global versus local markets). With decentralized decision making, agents' willingness to communicate depends heavily on what a market observes. Strikingly, less communication may improve welfare. If markets are global, centralization outperforms decentralization as it makes communication possible, and communication is informative for any finite degree of conflict among agents and with the center

Decision Making and Learning in a Globalizing World

We study two aspects of globalization. It allows a decision-maker to go beyond his own local experience and to learn from other decision-makers in addressing common problems. This improves the identification and diffusion of best practices. It also provides extra information to `markets' that evaluate decision-makers: comparisons become possible. We identify conditions under which the globalization of markets helps or hurts (i) the communication among decision-makers about their own experience and (ii) the quality of the decision that is taken next. An important mediating factor is whether decision-making is centralized or decentralized

Do Elections lead to Informed Public Decisions?

Democracies delegate substantial decision power to politicians. Using a model in which an incumbent can design, examine and implement public policies, we show that examination takes place in spite of, rather than thanks to, elections. Elections are needed as a carrot and a stick to motivate politicians, yet politicians who are overly interested in re-election shy away from policy examination. Our analysis sheds light on the distance created in mature democracies between the political process and the production of policy relevant information; on the role played by probing into candidates' past; and on the possibility of crowding out desirable political behaviour by increasing the value of holding office

Sharing Information through Delegation and Collaboration

This article analyzes under which conditions a manager can motivate a junior worker by verbal communication, and explains why communication is often tied up with organizational choices as job enlargement and collaboration. Our model has two important features. First, the manager has more information about a junior's ability than the junior himself. Second, the junior's effort and ability are complements. We show that the manager has an incentive to exaggerate the junior's ability. We discuss two ways in which the manager can make credible statements about the junior's ability. First, the senior can delegate a task to the junior for which it is important that the junior has a correct perception of his ability. Information is shared through a costless signal. Second, the senior can spend more time on a junior she perceives as able than on a junior she perceives as less able. Information is then shared through a costly signal

Delegation or Voting

Collective decision procedures should balance the incentives they provide to acquire information and their capacity to aggregate private information. In a decision problem in which a project can be accepted or rejected once information about its quality has been acquired or not, we compare the performance of a delegation structure with that of two voting procedures. Delegation makes one's acceptance decision pivotal by definition. The decisiveness of one's vote in a voting procedure depends on the other agent's vote. This in turn determines the decision to acquire information. In the debate about a rational choice foundation of Condorcet's Jury Theorem, the distribution of information was left exogenous. Mixed (acceptance) strategies were required to validate th

The consequences of endogenizing information for the performance of a sequential decision procedure

We analyse the implications of endogenizing information collection and reputational concerns for the performance of a sequential decision structure. In this model, two agents decide in a sequence whether to implement a public project. The cost of gathering information is private. We derive two results. First, endogenizing information replaces the herding problem with a free-rider problem. Second, endogenizing information aggravates the distortionary effect of reputational concerns

On Committees of Experts

We consider a committee that makes a decision on a project on behalf of 'the public'. Members of the committee agree on the a priori value of the project, and hold additional private information about its consequences. They are experts who care both about the value of the project and about being considered well informed. Before voting on the project, members can exchange their private information simultaneously (so no herding). We show that reputational concerns make the a priori unconventional decision more attractive and lead committees to show a united front. These results hold irrespective of whether information can be manipulated or not. Next, we show that reputational concerns induce members to manipulate information and vote strategically if their preferences differ considerably from those of the member casting the decisive vote. Our last result is that the optimal voting rule balances the quality of information exchange and th

Is Transparency to no avail? Committee Decision-making, Pre-meetings, and Credible Deals

Transparent decision-making processes are widely regarded as a prerequisite for the working of a representative democracy. It facilitates accountability, and citizens may suspect that decisions, if taken behind closed doors, do not promote their interests. Why else the secrecy? We provide a model of committee decision-making that explains the public’s demand for transparency, and committee members’ aversion to it. In line with case study evidence, we show how pressures to become transparent induce committee members to organize pre-meetings away from the public eye. Outcomes of pre-meetings are less determined, more anarchic, than those of formal meetings, but within bounds. We characterize feasible deals that are credible and will be endorsed in the formal meeting