Socially Conscious Decision-Making

For individually motivated agents to work collaboratively to satisfy shared goals, they must make decisions about actions and intentions that take into account their commitments to group activities. This paper examines the role of social consciousness in the process of reconciling intentions to do group-related actions with other, conflicting intentions. We operationalize the notion of social consciousness and provide a first attempt to formally add social consciousness to a cooperative decision-making model. We define a measure of social consciousness; describe its incorporation into the SPIRE experimental system, a simulation environment that allows the process of intention reconciliation in team contexts to be studied; and present results of several experiments that investigate the interaction in decision-making of measures of group and individual good. In particular, we investigate the effect of varying levels of social consciousness on the utility of the group and the individuals it comprises. A key finding is that an intermediate level of social consciousness yields better results in certain circumstances than an extreme commitment. We suggest preliminary principles for designers of collaborative agents based on the results.

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