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  1. Decision theory and de minimis risk.Martin Smith - forthcoming - Erkenntnis:1-24.
    A de minimis risk is defined as a risk that is so small that it may be legitimately ignored when making a decision. While ignoring small risks is common in our day-to-day decision making, attempts to introduce the notion of a de minimis risk into the framework of decision theory have run up against a series of well-known difficulties. In this paper, I will develop an enriched decision theoretic framework that is capable of overcoming two major obstacles to the modelling (...)
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  • How to Save Pascal (and Ourselves) From the Mugger.Avram Hiller & Ali Hasan - forthcoming - Dialogue:1-17.
    In this article, we re-examine Pascal’s Mugging, and argue that it is a deeper problem than the St. Petersburg paradox. We offer a way out that is consistent with classical decision theory. Specifically, we propose a “many muggers” response analogous to the “many gods” objection to Pascal’s Wager. When a very tiny probability of a great reward becomes a salient outcome of a choice, such as in the offer of the mugger, it can be discounted on the condition that there (...)
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  • Intrapersonal Arguments for the Repugnant Conclusion.Tomi Francis - 2023 - Ethics 134 (1):89-107.
    In “An Intrapersonal Addition Paradox,” Jacob Nebel provides a novel intrapersonal argument for the Repugnant Conclusion. The most controversial premise of Nebel’s argument is the “Probable Addition Principle,” on which it is better for individuals to receive additional chances of existence with a life worth living. I provide an alternative intrapersonal argument for the Repugnant Conclusion which does not assume the Probable Addition Principle. I also show that Pareto principles alone, when conjoined with very minimal principles of prudence, imply a (...)
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  • A dilemma for Nicolausian discounting.Pietro Cibinel - 2023 - Analysis 83 (4):662-672.
    Orthodox decision theory is fanatical in the way it treats small probabilities of enormous value, if unbounded utility functions are allowed. Some have suggested a fix, Nicolausian discounting, according to which outcomes with small enough probabilities should be ignored when making decisions. However, there are lotteries involving only small-probability outcomes, none of which should intuitively be ignored. So the Nicolausian discounter needs a procedure for distinguishing the problematic cases of small-probability outcomes from the unproblematic ones. In this paper, I present (...)
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  • Superiority Discounting Implies the Preposterous Conclusion.Mitchell Barrington - 2022 - Utilitas 34 (4):493-501.
    Many population axiologies avoid the Repugnant Conclusion by endorsing Superiority: some number of great lives is better than any number of mediocre lives. But as Nebel shows, RC follows from the Intrapersonal Repugnant Conclusion: a guaranteed mediocre life is better than a sufficiently small probability of a great life. This result is concerning because IRC is plausible. Recently, Kosonen has argued that IRC can be true while RC is false if small probabilities are discounted to zero. This article details the (...)
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  • The weight of suffering.Andreas Mogensen - manuscript
    How should we weigh suffering against happiness? This paper highlights the existence of an argument from intuitively plausible axiological principles to the striking conclusion that in comparing different populations, there exists some depth of suffering that cannot be compensated for by any measure of well-being. In addition to a number of structural principles, the argument relies on two key premises. The first is the contrary of the so-called Reverse Repugnant Conclusion. The second is a principle according to which the addition (...)
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  • Waging War on Pascal's Mugger.Patrick Kaczmarek - manuscript
    Fanatics judge a lottery with a tiny probability of arbitrarily high value as better than the certainty of some modest value, and they are prone to getting swindled. You need only make the lie “big enough” to get one over on them. I put forward an elegant solution to the fanatic’s problem. When coming to a fully rational decision, agents may ignore outlandish possibilities.
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