Learning-by-doing: an insight worthy of the pantheon and how to do it in teams

In this paper, I pick up on an important theme in Mario Rizzo’s work: that rationality should be understood more broadly than the rational choice model as learning to adjust behaviour in the light of experience and the mistakes that it yields. In particular, I focus on learning-by-doing (LBD). I arg...

Full description

Saved in:
Bibliographic Details
Published in:Behavioural Public Policy 2024-11, p.1-15
Main Author: Hargreaves Heap, Shaun P.
Format: Article
Language:English
Citations: Items that this one cites
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
cited_by
cites cdi_FETCH-LOGICAL-c158t-62462087972dcdbaf593fad10bf46f67f4818d4f1f72385e873ffd65f9e5b38e3
container_end_page 15
container_issue
container_start_page 1
container_title Behavioural Public Policy
container_volume
creator Hargreaves Heap, Shaun P.
description In this paper, I pick up on an important theme in Mario Rizzo’s work: that rationality should be understood more broadly than the rational choice model as learning to adjust behaviour in the light of experience and the mistakes that it yields. In particular, I focus on learning-by-doing (LBD). I argue in the first part of the paper that it should be regarded as one of the central insights in economics, alongside those that are more usually recognised like the gains from trade and the importance of unintended consequences. I use Smith and Hirschman’s discussion of LBD to ground this claim. In the second part of the paper, I turn to the determinants of LBD in teams. I argue that the key rule or constitutional/policy design question is how best to embrace the diversity that is central to LBD within teams without this undermining the social origins of co-operation in teams.
doi_str_mv 10.1017/bpp.2024.55
format article
fullrecord <record><control><sourceid>crossref</sourceid><recordid>TN_cdi_crossref_primary_10_1017_bpp_2024_55</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>10_1017_bpp_2024_55</sourcerecordid><originalsourceid>FETCH-LOGICAL-c158t-62462087972dcdbaf593fad10bf46f67f4818d4f1f72385e873ffd65f9e5b38e3</originalsourceid><addsrcrecordid>eNo9kMtKxDAYRoMoOIyz8gWyl9bck7qTwRsU3Si4C2mTf1pxktIEhnl7Oyiuzll8fIuD0DUlNSVU33bTVDPCRC3lGVox3piKKGHO_51_XqJNzl-EENpQJZheodc2uDmOcVd1x8qnRe6wi3iMedwNBR_SXIYjToDLEPDk4oIUl4XHQzrgkrBPeCzLHpfg9vkKXYD7zmHzxzX6eHx43z5X7dvTy_a-rXoqTakUE4oRoxvNfO87B7Lh4DwlHQgFSoMw1HgBFDTjRgajOYBXEpogO24CX6Ob399-TjnPAew0j3s3Hy0l9lTDLjXsqYaVkv8ADEFSYQ</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype></control><display><type>article</type><title>Learning-by-doing: an insight worthy of the pantheon and how to do it in teams</title><source>Cambridge Journals Online</source><creator>Hargreaves Heap, Shaun P.</creator><creatorcontrib>Hargreaves Heap, Shaun P.</creatorcontrib><description>In this paper, I pick up on an important theme in Mario Rizzo’s work: that rationality should be understood more broadly than the rational choice model as learning to adjust behaviour in the light of experience and the mistakes that it yields. In particular, I focus on learning-by-doing (LBD). I argue in the first part of the paper that it should be regarded as one of the central insights in economics, alongside those that are more usually recognised like the gains from trade and the importance of unintended consequences. I use Smith and Hirschman’s discussion of LBD to ground this claim. In the second part of the paper, I turn to the determinants of LBD in teams. I argue that the key rule or constitutional/policy design question is how best to embrace the diversity that is central to LBD within teams without this undermining the social origins of co-operation in teams.</description><identifier>ISSN: 2398-063X</identifier><identifier>EISSN: 2398-0648</identifier><identifier>DOI: 10.1017/bpp.2024.55</identifier><language>eng</language><ispartof>Behavioural Public Policy, 2024-11, p.1-15</ispartof><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><cites>FETCH-LOGICAL-c158t-62462087972dcdbaf593fad10bf46f67f4818d4f1f72385e873ffd65f9e5b38e3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,780,784,27923,27924</link.rule.ids></links><search><creatorcontrib>Hargreaves Heap, Shaun P.</creatorcontrib><title>Learning-by-doing: an insight worthy of the pantheon and how to do it in teams</title><title>Behavioural Public Policy</title><description>In this paper, I pick up on an important theme in Mario Rizzo’s work: that rationality should be understood more broadly than the rational choice model as learning to adjust behaviour in the light of experience and the mistakes that it yields. In particular, I focus on learning-by-doing (LBD). I argue in the first part of the paper that it should be regarded as one of the central insights in economics, alongside those that are more usually recognised like the gains from trade and the importance of unintended consequences. I use Smith and Hirschman’s discussion of LBD to ground this claim. In the second part of the paper, I turn to the determinants of LBD in teams. I argue that the key rule or constitutional/policy design question is how best to embrace the diversity that is central to LBD within teams without this undermining the social origins of co-operation in teams.</description><issn>2398-063X</issn><issn>2398-0648</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2024</creationdate><recordtype>article</recordtype><recordid>eNo9kMtKxDAYRoMoOIyz8gWyl9bck7qTwRsU3Si4C2mTf1pxktIEhnl7Oyiuzll8fIuD0DUlNSVU33bTVDPCRC3lGVox3piKKGHO_51_XqJNzl-EENpQJZheodc2uDmOcVd1x8qnRe6wi3iMedwNBR_SXIYjToDLEPDk4oIUl4XHQzrgkrBPeCzLHpfg9vkKXYD7zmHzxzX6eHx43z5X7dvTy_a-rXoqTakUE4oRoxvNfO87B7Lh4DwlHQgFSoMw1HgBFDTjRgajOYBXEpogO24CX6Ob399-TjnPAew0j3s3Hy0l9lTDLjXsqYaVkv8ADEFSYQ</recordid><startdate>20241115</startdate><enddate>20241115</enddate><creator>Hargreaves Heap, Shaun P.</creator><scope>AAYXX</scope><scope>CITATION</scope></search><sort><creationdate>20241115</creationdate><title>Learning-by-doing: an insight worthy of the pantheon and how to do it in teams</title><author>Hargreaves Heap, Shaun P.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c158t-62462087972dcdbaf593fad10bf46f67f4818d4f1f72385e873ffd65f9e5b38e3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2024</creationdate><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Hargreaves Heap, Shaun P.</creatorcontrib><collection>CrossRef</collection><jtitle>Behavioural Public Policy</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Hargreaves Heap, Shaun P.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Learning-by-doing: an insight worthy of the pantheon and how to do it in teams</atitle><jtitle>Behavioural Public Policy</jtitle><date>2024-11-15</date><risdate>2024</risdate><spage>1</spage><epage>15</epage><pages>1-15</pages><issn>2398-063X</issn><eissn>2398-0648</eissn><abstract>In this paper, I pick up on an important theme in Mario Rizzo’s work: that rationality should be understood more broadly than the rational choice model as learning to adjust behaviour in the light of experience and the mistakes that it yields. In particular, I focus on learning-by-doing (LBD). I argue in the first part of the paper that it should be regarded as one of the central insights in economics, alongside those that are more usually recognised like the gains from trade and the importance of unintended consequences. I use Smith and Hirschman’s discussion of LBD to ground this claim. In the second part of the paper, I turn to the determinants of LBD in teams. I argue that the key rule or constitutional/policy design question is how best to embrace the diversity that is central to LBD within teams without this undermining the social origins of co-operation in teams.</abstract><doi>10.1017/bpp.2024.55</doi><tpages>15</tpages><oa>free_for_read</oa></addata></record>
fulltext fulltext
identifier ISSN: 2398-063X
ispartof Behavioural Public Policy, 2024-11, p.1-15
issn 2398-063X
2398-0648
language eng
recordid cdi_crossref_primary_10_1017_bpp_2024_55
source Cambridge Journals Online
title Learning-by-doing: an insight worthy of the pantheon and how to do it in teams
url http://sfxeu10.hosted.exlibrisgroup.com/loughborough?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-08T19%3A13%3A51IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-crossref&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Learning-by-doing:%20an%20insight%20worthy%20of%20the%20pantheon%20and%20how%20to%20do%20it%20in%20teams&rft.jtitle=Behavioural%20Public%20Policy&rft.au=Hargreaves%20Heap,%20Shaun%20P.&rft.date=2024-11-15&rft.spage=1&rft.epage=15&rft.pages=1-15&rft.issn=2398-063X&rft.eissn=2398-0648&rft_id=info:doi/10.1017/bpp.2024.55&rft_dat=%3Ccrossref%3E10_1017_bpp_2024_55%3C/crossref%3E%3Cgrp_id%3Ecdi_FETCH-LOGICAL-c158t-62462087972dcdbaf593fad10bf46f67f4818d4f1f72385e873ffd65f9e5b38e3%3C/grp_id%3E%3Coa%3E%3C/oa%3E%3Curl%3E%3C/url%3E&rft_id=info:oai/&rft_id=info:pmid/&rfr_iscdi=true