In decision-making involving multiple criteria or attributes, a decision maker first identifies all relevant evaluative attributes in making decisions. Then, a dominance principle is often invoked whenever applicable: whenever an option x is better than an option y in terms of some attribute and no worse than y in terms of any other attributes, x is judged to be better than y. If, however, this dominance principle is not applicable, then the decision maker determines the relative importance between the identified (...) evaluative attributes, consults with contextual features of the options under consideration, and makes a decision. It is shown that the combination of these principles runs into problems in the presence of rationality properties, such as transitivity, and a weak continuity requirement on decisions. The paper gives examples from welfare economics, and theories of individual and group decisions. (shrink)

Happiness studies have rekindled interest in the measurement of subjective well-being, and often claim to track faithfully ‘what people care about’ in their lives. It is argued in this article that seeking to respect individuals’ preferences in the context of making intrapersonal and interpersonal comparisons for social evaluation has important and somewhat surprising implications, which shed light, in particular, on subjective measures and their objective alternatives, such as Sen’s capability approach. Four points are made. First, raw subjective well-being scores are (...) problematic because they involve different calibration norms for different individuals or for the same individuals at different times. Money-metric and similar measures appear more attractive in this perspective. Second, if individuals genuinely care about their relative positions, incorporating such relative aspects in the evaluation of individual situations does not necessarily lead to rewarding the selfish and malevolent. Third, in the context of risk, relying on ex ante preferences may clash with a concern for ex post preferences, which are better informed. Fourth, focusing on opportunities or capabilities may fail to respect preferences. (shrink)