“People are willing to help, but the amount they’re willing to help doesn’t scale in proportion to how much impact their contributions will make.” Author’s Kevin Simler and Robin Hanson write this in their book The Elephant in the Brain when discussing our behaviors around donations and charity. “This effect,” they continue, “known as scope neglect or scope insensitivity, has been demonstrated for many other problems, including cleaning polluted lakes, protecting wilderness areas, decreasing road injuries, and even preventing deaths.”
In the United States, we have a high regard for charitable donations and activities. We encourage people to donate their time and money and our tax system has a way for people to get something back from the government by reducing how much they own in taxes if they gave enough in charitable donations. What Hanson and Simler highlight in their book, however, is that our human brains are not well suited to ensure that all of our charitable donating is having the greatest impact possible.
I am a public policy student and practitioner, and a key thing to understand about public policy is that at the core, it is not rational. The deepest level of policy is entirely based on values and sometimes pure emotions. You cannot rationally come to a reasonable conclusion for whether the nation (city, county, state) should invest its final $1 million dollars in policy to reduce tobacco use, or increase educational support for children with autism, or clean and remodel a popular park. The final decision is going to come down to the values of the voters and of the government’s leadership.
The same is true for our individual donations. Is it really best for us to make donations to the Against Malaria Foundation to save lives in countries far away from us? Should we use our donations to help improve the lives of children living right here in our own community? Are we obligated to use our donations to help other people like us who have also gone through medical crisis, trauma, or natural disaster challenges that we have experienced and survived? The heart of these decisions will always be an emotional values decision.
We can, however, try to develop institutions that help people ensure that once they have made these value judgement they use their charity in the most meaningful way possible. We can develop social systems and attitudes that encourage people to pool their charitable resources toward one meaningful purpose that aligns with their values, rather than donating a few bucks here and there to a charity that pulls at their emotions (a single large donation to an effective charity can do much more good in the world than multiple smaller donations to charities that range in terms of effectiveness). We can develop organizations that do more to analyze the effectiveness of given charities and develop new systems for looking at how we can make sure our donation does the most good based on where we want to do our good (whether it is saving lives, helping local development, improving education, or something different). We can use our tax system to encourage smart charity rather than stupid charity where celebrities just buy overly priced pictures of themselves from random foundations that claim to have philanthropic purposes but really just pay off porn stars to protect the political prospects of their benefactors (cough-Trump-cough).
Ultimately, our brains our wired to be charitable to show people that we are nice caring people. As a result, we don’t really care about the effectiveness of our donation, we just want people to see that we made a donation and that we are the kind of person who is caring and generous enough to help others. This leads us to make stupid donations rather than smart an effective donations, but by changing the institutions surrounding our charitable activity, we can start to actually do good in a rational manner with our charity.
Novel Learning 