Thresholds of Behavioral Flexibility and Environmental Turbulence for Group Success

Agent adaptability — the ability of agents to change behavioral strategies when it is beneficial to do so — is presumed to be an important part of the robustness of complex adaptive systems (CAS). But, determining when changing behaviors is advantageous for agents has proven quite challenging in CAS research, as sometimes behavioral change is necessary, but other times it can impose costs that exceed benefits. I present the results from experiments using an agent-based model (ABM) designed to discover thresholds after which behavioral flexibility leads to improved societal-level outcomes in groups of agents in dynamic environments. The first major result is that there are thresholds in both levels of flexibility in agent behavior and in levels of turbulence in the environment below and above which there are marked differences in utility gains for agents. In particular, relatively high flexibility leads to lower overall utility scores, as well as, surprisingly, decreased diversity and increased inequality between agents. The second result is that at very high levels of environmental turbulence, the effects of the environment alone on agent utility overshadow any benefits to agents from flexible behavior strategies. This suggests, counter-intuitively, that the best strategy for agents in very dynamic environments is simply to keep behavior constant. The third major result is that there is an interaction between agent behavior and the environment: high flexibility of other agents can effectively make an environment more "dynamic", which just fuels more flexibility, and leads to a scramble between different strategies with no utility gain. A final theoretical contribution of the paper is that the model is able to show drawbacks to flexibility without relying on costs to changing behavior, as is done in much of the literature on strategy change.