Improving institutional decision-making

The Improving institutional decision-making tag is for posts related to improvinga cause that focuses on increasing the technical quality and effective altruism alignment of the most important decisions made by the world’s most important decision-making in important institutions, including but not limited to governments.bodies.^[1]

One approach to improving decisions is to set up institutional structures that are conducive to good decision-making.^[1]2][2]3] This way, institutions like national governments might encourage people to make better decisions (e.g. saving for retirement) or make better decisions themselves (e.g. improving health policy).

80,000 Hours rates  improving institutional decision-making a "second-highest priority area": an unusually pressing global problem ranked slightly below their four highest priority areas.^[3]4]

Baron, Jonathan (1988)Whittlestone, Jess (2017) Thinking and DecidingImproving institutional decision-making, Cambridge: Cambridge University Press.80,000 Hours, September.

1. ^{^}

   Clayton, Vicky, Dilhan Perera & ibatra171 (2021) Refining improving institutional decision-making as a cause area: results from a scoping survey, Effective Altruism Forum, June 26.

2. ^{^}

   Thaler, Richard H. & Cass R. Sunstein (2008) Nudge: Improving Decision about Health, Wealth, and Happiness, New Haven: Yale University Press.

3. ^{^}

   Whittlestone, Jess (2017) Improving institutional decision-making, 80,000 Hours, September.

4. ^{^}

   80,000 Hours (2021) Our current list of the most important world problems, 80,000 Hours.

All-Party Parliamentary Group for Future Generations | ballot initiative | electoral reform | forecasting | international relations | institutions for future generationslongtermist institutional reform | policy change | political polarization

One approach to improving decisions is to set up institutional structures that are conducive to good decision-making (Thaler & Sunstein 2008, Whittlestone 2017).making.^[1][2] This way, institutions like national governments might encourage people to make better decisions (e.g. saving for retirement) or make better decisions themselves (e.g. improving health policy).

80,000 Hours rates  improving institutional decision-making a "second-highest priority area": an unusually pressing global problem ranked slightly below their four highest priority areas (80,000 Hours 2021).areas.^[3]

BibliographyFurther reading

80,000 Hours (2021) Our current list of the most important world problems, 80,000 Hours.

Thaler, Richard H. & Cass R. Sunstein (2008) Nudge: Improving Decision about Health, Wealth, and Happiness, New Haven: Yale University Press.

Whittlestone, Jess (2017) Improving institutional decision-making, 80,000 Hours, September.

1. ^{^}

   Thaler, Richard H. & Cass R. Sunstein (2008) Nudge: Improving Decision about Health, Wealth, and Happiness, New Haven: Yale University Press.

2. ^{^}

   Whittlestone, Jess (2017) Improving institutional decision-making, 80,000 Hours, September.

3. ^{^}

   80,000 Hours (2021) Our current list of the most important world problems, 80,000 Hours.

Thaler, Richard H. & Cass R. Sunstein (2008) Nudge: Improving Decision about Health, Wealth, and HapinessHappiness, New Haven: Yale University Press.

All-Party Parliamentary Group for Future Generations | ballot initiative | electoral reform | forecasting | international relations | institutions for future generations | policy change | political polarisationpolarization

All-Party Parliamentary Group onfor Future Generations | ballot initiative | electoral reform | forecasting | international relations | institutions for future generations | policy change | political polarisation

All-Party Parliamentary Group on Future Generations | direct democracyballot initiative | electoral reform | forecasting | international relations | institutions for future generations | policy change | political polarisation

80,000 Hours (2021) Our current list of the most important world problems, 80,000 Hours.

Evaluation

80,000 Hours rates  improving institutional decision-making a "second-highest priority area": an unusually pressing global problem ranked slightly below their four highest priority areas (80,000 Hours 2021).