1. Now: Tied altruism (valuing to some degree the additional social value provided by work and/or leadership) and competitiveness (wanting to be ahead of the other player) lead to choice of "work" (or "lead") over "don't work" (or "follow"). Positive individual consequence: The altruistic-competitive type gets to lead instead of the egoist. Positive social welfare consequence: Positive externalities from higher level of work effort.
Then: Egoism. Social welfare consequences: Lower level of work effort than with altruistic-competitive social preferences, fewer positive externalities.
2. Now: Egoism with respect to non-nuclear family. Positive social welfare consequence: Work and leadership not inhibited by shame at surpassing a member of one's in-group.
Then: Shame with respect to surpassing a member of an in-group. Social welfare consequences: Reduced level of work and leadership in leadership games.
3. Now: Situational, merit-based leadership. Shame at failing to maximize total returns to players and society by following the lead of the other when that is optimal. Positive social welfare consequence: More social welfare optima are reached.
Then: Ascribed lead and follow roles based on factors such as age, gender, etc.--altruism, competitiveness, and shame associated with adherence to these roles. Social welfare consequences: Coordination on lead-follow readily achieved in leadership games; poor incentives for work and enterprise.
4. Now: Forgiveness of those who fail to make optimal response of trusting in an assurance game. Positive social welfare consequence: Egoist has confidence that forgiver will trust; egoist will then also trust. Qualification: Forgiveness does not work well against a competitive and spiteful other who does not care about social welfare and who cares about beating the other player rather than his or her own payoff.
Then: Retribution against those who fail to trust in an assurance game when you have trusted; honor culture. Social welfare consequences: Those punished who are in one's in-group will trust if signal is sufficiently clear. Those punished who are in one's out-group will retaliate, resulting in a suboptimal Nash equilibrium for the assurance game.
5. Now: Generalized shame reduces the "temptation" payoff for, say, not leaving a tip in a restaurant one will never return to, in a one-shot PD. Positive social welfare consequence: PD solved some or all of the time for anonymous, one-shot interactions.
Then: Shame is particularized and only applies to interactions within one's in-group. Social welare consequences: PD solved for one's in-group but not otherwise.
6. Now: Shirkers/defectors in PD games who are punished respond in some cases by improving their behavior. Positive social welfare consequence: More PDs get solved.
Then: Shirkers/defectors in PD games who are punished respond in some cases by punishing those who punish them, especially when the punishers are from out-groups. Social welfare consequences: Difficulty in enforcing norm of cooperation in repeated PDs.
7. Egoism as governing principle in harmony games in which self-interest of players results in dominant strategies that are socially and individually optimal. Positive social welfare consequence: Harmony games get solved.
Competitiveness as governing principle in harmony games with a member of an out-group. Social welfare consequences: Problems in solving a harmony game with a member of an out-group.
8. Now: Competitive and altruistic feelings based on political ideology that cut against as well as in favor of one's demographic in-groups. Positive social welfare consequence: Better resolutions of political issues.
Then: Altruistic feelings toward members of in-group and competitive feelings toward out-groups. Social welfare consequences: Suboptimal group-based politics.
9. Now: Competitive and altruistic feelings based on compliance with rules and on adherence to cost-benefit analysis that cut against as well as in favor of one's in-groups. Positive social welfare consequences: Better resolution of organizational and legal issues.
Then: Less well-developed altruistic and competitive feelings associated with cost-benefit analysis. Social welfare consequences: More rule-oriented, less flexible, less optimal approaches to organizational and legal issues.
10. Now: Altruistic feeling toward members of ideological in-group; competitive feeling toward members of ideological out-group. Social welfare consequences: More optimal solutions to games with members of ideological in-group when ideology is salient. Conflict with members of out-group when ideology is salient and potential for suboptimal outcomes unless ideological adversaries are accountable to non-ideologues through elections or otherwise.
Then: Weakness of ideological as opposed to demographically-based political feeling. Social welfare consequences: See above.
11. Now: Altruistic feeling toward nation and members of national in-group; competitive feeling toward other nations and nationals. Social welfare consequences: More optimal solutions to games with co-nationals. Conflict with other nations and their nationals; potential for suboptimal outcomes through war and otherwise.
Then: Weakness of national feeling. Social welfare consequences: See above.
12. Now: Altruistic feeling toward your organization and members of your organization; competitive feeling toward competing organizations and their members. Social welfare consequences: More optimal solutions to games with others in your organization. Competitive feeling toward others may lead to better outcomes through motivating higher work effort or worse outcomes; interaction here between the individual level of social preferences and the group and societal level of institutions and whether they channel competitive and egoistic feeling related to organizational loyalties in a socially productive direction.
Then: Weakness of organizational feeling. Social welfare consequences: See above.
13. Now: Low or zero valuation of having higher hierarchical rank than another. (Decline of hierarchical competitiveness) Individual advantage for social egalitarian: Doesn’t have to pay a premium for hierarchy or impose it coercively; the social egalitarian thus earns more than the hierarch in a market. Social welfare consequences: Less coordination on leader-follower roles, fewer struggles over hierarchical rank (as opposed to leadership).
Then: Strength of hierarchical feeling. Social welfare consequences: See above.
14. Now: Low or zero concern about being characterized as dishonorable for violating social codes that do not enhance social welfare. (Decline of non-utilitarian shame) Individual advantage for social egalitarian: Doesn’t have to pay a premium to uphold costly social codes or to fight honor battles. Social welfare consequences: Optimal outcomes from abandonment of codes that do not enhance social welfare. Negative outcomes from situations in which codes that in fact enhance social welfare are mistakenly abandoned.
Then: High concern about being characterized as dishonorable for violating social codes that do not enhance social welfare. Social welfare consequences: See above.