Humans evolved to be hyper-cooperative, particularly when among people who are well known to them, when relationships involve reciprocal helping opportunities, and when the costs to the helper are substantially less than the benefits to the recipient. Because humans' cooperative nature evolved over many millennia when they lived exclusively in small groups, factors that cause cooperation to break down tend to be those associated with life in large, impersonal, modern societies: when people are not identifiable, when interactions are one-off, when self-interest is not tied to the interests of others, and when people are concerned that others might free ride. From this perspective, it becomes clear that policies for managing pandemics will be most effective when they highlight superordinate goals and connect people or institutions to one another over multiple identifiable interactions. When forging such connections is not possible, policies should mimic critical components of ancestral conditions by providing reputational markers for cooperators and reducing the systemic damage caused by free riding. In this article, we review policies implemented during the pandemic, highlighting spontaneous community efforts that leveraged these aspects of people's evolved psychology, and consider implications for future decision makers.
Keywords: cooperation; evolutionary psychology; information sharing; intragroup processes; reciprocity; reputation; social cognition.