Policy Studies 102
Problem Set #2 – Opportunity Cost
Answer key
1. The opportunity cost of the Schelling book is not having the Paretsky book.
2. $14. You should use the gift certificate to get the Paretsky book, then buy the Schelling for cash.
3. The opportunity cost of the Schelling book is still not having the Paretsky book. What you paid in the past (sunk cost) is irrelevant: what matters is your choice today.
4. If you go to Tibet, you can’t exercise the option. Exercising the option gains you $1000. So the opportunity cost of the trip to Tibet is $1000, and you would have to value the trip at that amount or more in order to take it, even though it’s “free.” The money you paid for the option ($975) is an unrecoverable “sunk cost,” and should be ignored.
5. The opportunity cost of something is the value of whatever option you have to forgo in order to get it.
Sunk costs are previous expenditures that cannot be changed or recovered whatever choice is made currently. They can be ignored in decision-making. “Optimize forward, not back.”
Problem Set #2 – Opportunity Cost
Answer key
1. The opportunity cost of the Schelling book is not having the Paretsky book.
2. $14. You should use the gift certificate to get the Paretsky book, then buy the Schelling for cash.
3. The opportunity cost of the Schelling book is still not having the Paretsky book. What you paid in the past (sunk cost) is irrelevant: what matters is your choice today.
4. If you go to Tibet, you can’t exercise the option. Exercising the option gains you $1000. So the opportunity cost of the trip to Tibet is $1000, and you would have to value the trip at that amount or more in order to take it, even though it’s “free.” The money you paid for the option ($975) is an unrecoverable “sunk cost,” and should be ignored.
5. The opportunity cost of something is the value of whatever option you have to forgo in order to get it.
Sunk costs are previous expenditures that cannot be changed or recovered whatever choice is made currently. They can be ignored in decision-making. “Optimize forward, not back.”
