Status-power dynamics on a playground, resulting in a status landscape with a gender status gap. Causal: individual (beauty, kindness, power), binary (rough-and-tumble; has-been-nice) or prior popularity (status). Cultural: acceptability of fighting.

The Garbage Can Model of Organizational Choice (GCM) is a fundamental model of organizational decision-making originally propossed by J.D. Cohen, J.G. March and J.P. Olsen in 1972. In their model, decisions are made out of random meetings of decision-makers, opportunities, solutions and problems within an organization.
With this model, these very same agents are supposed to meet in society at large where they make decisions according to GCM rules. Furthermore, under certain additional conditions decision-makers, opportunities, solutions and problems form stable organizations. In this artificial ecology organizations are born, grow and eventually vanish with time.

The simulation model LAMDA investigates the influences of varying cognitive abilities of the decision maker on the truth-inducing effect of the Groves mechanism. Bounded rationality concepts are represented by information states and learning models.

The ForagerNet3_Demography model is a non-spatial ABM designed to serve as a platform for exploring several aspects of hunter-gatherer demography.

The WaterScape is an agent-based model of the South African water sector. This version of the model focuses on potential barriers to learning in water management that arise from interactions between human perceptions and social-ecological system conditions.

Models land-use, perception, and biocultural interactions between two forager populations.

This ABM simulates opinions on a topic (originally contested infrastructures) through the interactions between paired agents and based on the sociopsychological assumptions of social judgment theory (SJT; Sherif & Hovland, 1961).

This model represents the flight paths of a flock of homing pigeons according to their flocking-, orientation- and leadership behaviour.

This model is designed to address the following research question: How does the amount and topology of intergroup cultural transmission modulate the effect of local group extinction on selectively neutral cultural diversity in a geographically structured population? The experimental design varies group extinction rate, the amount of intergroup cultural transmission, and the topology of intergroup cultural transmission while measuring the effects of local group extinction on long-term cultural change and regional cultural differentiation in a constant-size, spatially structured population. The results show that for most of the intergroup social network topologies tested here, increasing the amount of intergroup cultural transmission (similar to increasing gene flow in a genetic model) erases the negative effect of local group extinction on selectively neutral cultural diversity. The stochastic (i.e., preference attachment) network seems to stand out as an exception.

AncientS-ABM is an agent-based model for simulating and evaluating the potential social organization of an artificial past society, configured by available archaeological data. Unlike most existing agent-based models used in archaeology, our ABM framework includes completely autonomous, utility-based agents. It also incorporates different social organization paradigms, different decision-making processes, and also different cultivation technologies used in ancient societies. Equipped with such paradigms, the model allows us to explore the transition from a simple to a more complex society by focusing on the historical social dynamics; and to assess the influence of social organization on agents’ population growth, agent community numbers, sizes and distribution.

AncientS-ABM also blends ideas from evolutionary game theory with multi-agent systems’ self-organization. We model the evolution of social behaviours in a population of strategically interacting agents in repeated games where they exchange resources (utility) with others. The results of the games contribute to both the continuous re-organization of the social structure, and the progressive adoption of the most successful agent strategies. Agent population is not fixed, but fluctuates over time, while agents in stage games also receive non-static payoffs, in contrast to most games studied in the literature. To tackle this, we defined a novel formulation of the evolutionary dynamics via assessing agents’ rather than strategies’ fitness.

As a case study, we employ AncientS-ABM to evaluate the impact of the implemented social organization paradigms on an artificial Bronze Age “Minoan” society, located at different geographical parts of the island of Crete, Greece. Model parameter choices are based on archaeological evidence and studies, but are not biased towards any specific assumption. Results over a number of different simulation scenarios demonstrate better sustainability for settlements consisting of and adopting a socio-economic organization model based on self-organization, where a “heterarchical” social structure emerges. Results also demonstrate that successful agent societies adopt an evolutionary approach where cooperation is an emergent strategic behaviour. In simulation scenarios where the natural disaster module was enabled, we observe noticeable changes in the settlements’ distribution, relating to significantly higher migration rates immediately after the modeled Theran eruption. In addition, the initially cooperative behaviour is transformed to a non-cooperative one, thus providing support for archaeological theories suggesting that the volcanic eruption led to a clear breakdown of the Minoan socio-economic system.

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