
Cover
In this issue, Virginia Postrel reports on the rising discipline of “experimental economics.” The experiments are similar to those to which psychologists routinely subject their undergraduate students. A group of test subjects plays a game that is supposed to simulate a market phenomenon. The experimenters then analyze the results. (As it happens, I recently posted a link to a discussion of the theoretical limitations of this sort of attempt to translate one game into another.)
The studies Postrel discusses deal with the origin and nature of speculative bubbles. Even games in which players are given perfect information from the outset regularly generate bubbles. Experience matters; repeat players generate smaller bubbles. One point particularly arrested my attention. When teams of players have gone through a trading game often enough that they no longer generate ruinous bubbles, experimenters sometimes rearrange the players into new teams. These new teams, even though they are composed of experienced players, then proceed to behave just as wildly as the teams had at the beginning of the game. Postrel quotes one of the founders of experimental economics, Caltech professor Charles Plott, to the effect that the experience that matters is not at the level of the individual trader, but at the level of the organization through which that trader operates. So the key thing about experience in particular and information in general may be how the organizational principles of a given group allow that information to be deployed.
Disgraced stock analyst Henry Blodget gives a first person account of the way the organization of his former employer, Merrill Lynch, guided his deployment of information.

