Individualists claim that collective obligations are reducible to the individual obligations of the collective’s members. Collectivists deny this. We set out to discover who is right by way of a deontic logic of collective action that models collective actions, abilities, obligations, and their interrelations. On the basis of our formal analysis, we argue that when assessing the obligations of an individual agent, we need to distinguish individual obligations from member obligations. If a collective has a collective obligation to bring about (...) a particular state of affairs, then it might be that no individual in the collective has an individual obligation to bring about that state of affairs. What follows from a collective obligation is that each member of the collective has a member obligation to help ensure that the collective fulfills its collective obligation. In conclusion, we argue that our formal analysis supports collectivism. (shrink)

The typical function of goals is to regulate action in a way that furthers goal achievement. Goals are typically set on the assumption that they will help bring the agent closer to the desired state of affairs. However, sometimes endorsement of a goal, or the processes by which the goal is set, can obstruct its achievement. When this happens, the goal is self-defeating. Self-defeating goals are common in both private and social decision-making but have not received much attention by decision (...) theorists. In this paper, we investigate different variants of three major types of self-defeating mechanisms: The goal can be an obstacle to its own fulfilment, goal-setting activities can impede goal achievement, and disclosure of the goal can interfere with its attainment. Different strategies against self-defeasance are tentatively explored, and their efficiency against different types of self-defeasance is investigated. (shrink)

Situational aspects of action are discussed. The presented approach emphasizes the role of situational contexts in which actions are performed. These contexts influence the course of an action; they are determined not only by the current state of the system but also shaped by other factors as time, the previously undertaken actions and their succession, the agents of actions and so on. The distinction between states and situations is explored from the perspective of action systems. The notion of a situational (...) action system is introduced and its theory is expounded. Numerous examples illustrate the reach of the theory. (shrink)