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Hi. In our final lecture on mechanism
design, we're gonna talk about how we can

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use mechanisms to decide whether or not we
should fund public projects. Now to think

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about a public project, what we're
thinking about is some outlay of funds to

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buy something from which everybody is
gonna benefit from it. So, a private good

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would be something like this sweater, or a
chair, or a pen, it's something that just

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one individual is gonna use. If we think
about a public project, you think about

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something like a road or a park, where
everybody can use it. The example I'm

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gonna use for this particular lecture is
the example of getting a coffee machine

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for an office, because if you get a coffee
machine, everybody can use it. So one

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coffee machi, machine can serve a whole
bunch of people. So here's the idea. Let's

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suppose there's three people and person
one would be willing to contribute $40.

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It's worth $40 to her to have a coffee
machine. Person two would be willing to

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contribute $50. And person three would be
willing to contribute $twenty. So if you

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add all these things up. You get a $110,
so you'd be collecting [inaudible] between

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$110, and the machine only cost 80, which
is great. But here's the problem. The

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problem is these values, the 40, the 50,
the twenty, they're private information.

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No one knows those before the fact. And
so, what you've got is, you've got a

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classic case of hidden information. People
value the coffee mach--, machine some

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amount. But we'd like to get them to
reveal that information so we can decide

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whether or not to buy the coffee machine.
Because it could be that they do not value

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it enough. That person one values it at
twenty that person two values it at

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twenty, and person three values it at
twenty. So the total value is only 60, and

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the coffee machine costs 80, so it?s not
worth doing. So the challenge from a

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design standpoint is to figure out how we
get people to reveal their hidden

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information. So again it comes down to a
question of [inaudible] compatibility. So

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what we're going to talk about her e is a
mechanism called a Pivot Mechanism. And

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this was designed really by three people,
Clark, Groves, and Vicry. So this is

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sometimes called the Clark-Groves-Vicry
Pivot Mechanism. We'll just sort of call

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it the Pivot Mechanism. He's how it works;
you only have to pay the marginal amount.

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So you pay the minimal amount that you
would have to pay given other people's

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bids in order to make the project viable.
So if without you, people are willing to

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pay 60 dollars and it costs 80. Then you
only have to pay twenty. If without you,

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people are willing to pay $70 and it cost
80, then you only have to pay ten. So it

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is, you only have to pay that amount that
would make it viable if you threw in that

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much money. And this creates an incentive
for you to tell the truth, because it

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doesn't hurt you to say how much you
really valued the project, cuz you're only

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going to pay your marginal amount, whether
it's $twenty or whether it's $ten. So,

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here's formally how the Clark Groves Vicry
mechanism works. Each person claims a

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value. Now this, the real value is hidden
information, but they're gonna claim a

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value. And the whole idea behind mechanism
design is to get them to claim their true

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value. So each person claims a value, and
if the sum of those values is bigger than

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the cost, if everybody's claiming values
that add up to more than the cost, since

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we're gonna share this coffee machine,
then we go ahead and do the project and

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buy the coffee machine. Now, how much do
people pay? Well, person one is just gonna

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pay the cost, minus the bids of the other
two people, the values of the other two

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people. Or if the [inaudible] are bigger
than the cost, Person one is going to pay

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nothing because the project should be done
without Person one contributing anything.

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So, that's it. That's all there is to the
mechanism. Let's see how it works. So

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let's again go to our example where
there's three people. Person one buys at

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40, person two at 50 and person three at
twenty and the cost is 80 dollars. So

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again if we add these three things up we
are gonna get 110 dollars. So clearly you

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wanna buy the coffee machine because they
value at 100 and it only cost 80. But how

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do we decide how much each person should
pay? Again, the rule is, each person's

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just gonna pay that cost, which is $80,
minus the values of the other two people.

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So if we look at person one, the cost is
$80. The other two people added, added

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together, 50+20 is 70. So that means
person one is just gonna pay $ten. What we

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want to figure out is, does it make sense
for person one to tell the truth. So if

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this is the mechanism, should person one
say 40 dollars or should they say 50

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dollars or should they say twenty dollars.
Well let's think, let's suppose the cost

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is 80 and person one values it at 40, and
let's suppose that they claim a value of

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40, so in this trial we're gonna submit
they're actually claiming the truth. So

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let's think through all the possibilities,
so one possibility is that some of the

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other people's is only 30. So, if some of
the other people's 30, and they claim 40,

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that only adds up to 70, so they're not
gonna pay anything. >> Cuz the project's

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not gonna get done, and so they're not
going to make anything. Now, if the other

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people, some of their bids is 40, and our
person claims 40, then they're going to

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pay 40, and they're going to break even.
And they're going to pay $40, and they're

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going to get a project for $40, so, you
know, whether you do it or not really

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doesn't matter. Let's suppose that some of
the others is $45 though. So the others

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bids, or values, add up to 45. This person
claims 40. They're only going to have to

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pay 35, right? Because 45 plus 35 adds up
to 80, which is our cost, And, so on net

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they're going to come out five ahead. >>
And then finally, let's look at some of

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the others as ninety. Well now, their
claim value is forty, they're not gonna

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pay anything because they're not gonna pay
anything and they're gonna come up forty

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ahead. So if they claim that you value,
sometimes the project doesn't get done,

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sometimes it gets done and they're
indifferent, sometimes it gets done and

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you make a little money, sometimes you
don't have to pay anything. Now let's

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suppose they decide to cheat a little bit,
and to claim a value of only thirty. So

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you're gonna say, oh, no, I want forty, in
the shade. Well now if the sum of the

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others is 30 the project doesn't get done
and then it'll pay anything Because the

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project isn't done. If someone else is 40
and they did 30, again that adds up to 70.

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So that's less than the cost and the
project doesn't get done, And because some

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of the others is 45 and they'd done 30,
that's only 75. So it's a third time the

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project doesn't get done. But in the case
where, that some of the others was 90,

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then the project gets done and they don't
pay anything. So if you compare that to

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the case where they tell the truth,
they're worse off in these two cases

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because when the sum of the others is 45,
if they'd have told the truth, they only

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would have paid 35 and they'd have come
out five ahead. But when the sum of the

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others is 45 and they. A 30 that only adds
up to 75, And the product doesn't get done

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and they're worse off. They are getting
nothing when they could've gotten a plus

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five. So it seems pretty clear you don't
wanna under claim, because if you under

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claim, the project could not get done in
cases where you'd like to get done. What

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about over claiming? Well, let's think.
Suppose the value is 40, now I claim 50.

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Well, if the sum of the others is 30, and
I claim 50, 50+30 adds up to 80, which is

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the cost. That means I'm gonna have to pay
50, and I'm out ten. Now in the other

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cases I'm going to only pay 40 or less, so
I'm just the same as if I told the truth,

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but in this one case I'm worse off. So
what we see is if I look at the three

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cases, do I tell the truth where I get
zero, zero, five and 40. Where I

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understate, I get 00040 and when I
overstate I get minus 100540. What you see

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is, I'm best off telling the truth. What
the Clark-iii mechanism does, which is

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fantastic, it's a way to; induce people to
tell the truth. So, this is again what we

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call the 'Incentive Compatibility'. Each
person has an incentive under the

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mechanism we had provided the rational, to
give their true value. So that's great,

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totally great, and we think well, this is
a fantastic mechanism. And let's see how

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it plays out. Let's say there's a case
where person one has a value of thirty,

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person two has a value of thirty, and
person three has a value of thirty. So the

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other two people. Have values of 60. The
total cost is 90. So that means person one

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is gonna pay 30, person two is gonna pay
30 and person three is gonna pay 30 for a

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total revenue of 90, which is great. It
costs 90 and we're gonna get revenue of

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90. So this mechanism not only gives
people the truth to reveal, but in this

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case it actually raises enough money to
pay for the project. Now, notice that's

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not always gonna be true. Let's go back to
our example of 40, 50, and twenty. In this

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case, how much is person one gonna pay?
Person one is gonna pay 80 minus the sum

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of the other two people's bids, which is
just gonna be $ten. >> Person two is going

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to pay 80 minus the sum of the other two
people's bid, which is one and three,

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which is $60. So they're going to pay
$twenty. And person three is going to pay

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80 minus the sum of the other people's
bids, but that's 90. So the most you can

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make see you can't pay, can't make someone
pay negative amount. So they're not going

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to pay anything. So in this case the total
revenue is only $30. So now we have a

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problem, we got people to truthfully
reveal, everybody gives their own value,

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but. You don't raise enough money to pay
for the project. So to pay for the project

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we have to have some other way of paying
for the project. Possible taxing people,

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But if we tax people, that could cause
them to change their value assessment.

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Because the thing is now they have less
money than they had before. So what we see

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is, the [inaudible] mechanism work sorta,
[inaudible] some of the [inaudible]

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funding the project. But it doesn't work
perfectly because it's not balanced, in

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the sense that you ca n't fully pay for
the project. See cause what we we'd like a

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mechanism to do, when there's public
project setting, we'd like it to be

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efficient by that I mean we'd like it to
be the case that you always get. The

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project if it's worth it. So you always,
you only do the project if it's

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worthwhile, so you can have an efficient
outcome. You'd like it to be the case that

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it makes sense for people to always join,
so that you are not coercing people into

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doing it, that you have to join if you
don't want to. You'd like it to be

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incentive compatible, so that people tell
the truth. And then finally, you'd like it

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to be balanced, like to be able to pay for
the project. What you can show is that

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that's impossible. So there's no mechanism
that'll do this. So what you can do is you

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can sort of do second best. You can
sacrifice one of these things. And the

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thing you can sacrifice in the [inaudible]
victory mechanism is that it's balanced.

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Now, there's other mechanisms that
sacrifice other restrictions in order to

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get this to work. So it'd be balanced, but
they won't necessarily satisfy the

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condition that no one's coerced to join.
It could be that you have to join the

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project, and sometimes you end up worse
off than if you said, I'm not even

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participating at all. So what we learn
from mechanism design by writing models

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where we say okay here's the values that
people have and think about how we induce

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them to tell the truth, you learn what is
possible to accomplish and what is not

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possible to accomplish. Okay. So when we
think about mechanism design, which we

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should in some sense, two fundamental
issues we're trying to overcome. One is

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hidden action. We may not see what people
do. So what we'd like to do is write down

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incentive structures and information
structures so that we induce people to

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take the right actions. We can't see what
they're going to do, so what we'd like

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them to do is somehow incentives so we
know they're going to take the actions we

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want. Second thing we can use mechanisms
to overcome is hidden information, Ju st

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like we saw in this public project case,
or in the auction case. We don't know

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people's values, so what we'd like to do
is we'd like to create a mechanism where

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people truthfully reveal their values, and
where we get outcomes that are desired

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outcomes. So in the case of an auction, we
sell it to the person who values it the

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most. And in the case of a public project,
we undertake the public project if it's

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worth doing. All right, so that's
mechanism design and it's really

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interesting, it's a way to use models to
try and design institutions so they're

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more efficient. Now one thing we saw now,
and I wanna be very careful, is most

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mechanism design assumes people are
rational, but we talk about auctions, some

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[inaudible] we saw that, if we don't
assume people rational, we maybe get

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slightly different implications of what we
should do. So, for example, we have the

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revenue equivalents theorem that said, it
doesn't matter what auction you use,

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you're gonna get the same outcome in each
case. But, we saw that if we have a

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different model of human behavior, some
auction mechanisms might be preferred over

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others. So, depending on how sophisticated
people are, we might wanna use a different

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auction mechanism. The same goes for these
public project mechanisms. We can think

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about mechanism design but then we can
start around as a benchmark but setting

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some rational actors or something. If
anybody can fully figure this out what we

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can get then you can use your judgment and
say lets now try for more some more

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realistic models on how people behave and
how these same mechanisms hold up. Again

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having model O is going to be really
useful here because it actually helps to

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think through all the implications and
decisions you are making when you are

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design those institutions. All right.
Thank you.
