Changing collective behaviour and supporting non-pharmaceutical interventions is an important component in mitigating virus transmission during a pandemic. In a large international collaboration (Study 1, N = 49,968 across 67 countries), we investigated self-reported factors associated with public health behaviours (e.g., spatial distancing and stricter hygiene) and endorsed public policy interventions (e.g., closing bars and restaurants) during the early stage of the COVID-19 pandemic (April-May 2020). Respondents who reported identifying more strongly with their nation consistently reported greater engagement in public health behaviours and support for public health policies. Results were similar for representative and non-representative national samples. Study 2 (N = 42 countries) conceptually replicated the central finding using aggregate indices of national identity (obtained using the World Values Survey) and a measure of actual behaviour change during the pandemic (obtained from Google mobility reports). Higher levels of national identification prior to the pandemic predicted lower mobility during the early stage of the pandemic (r = −0.40). We discuss the potential implications of links between national identity, leadership, and public health for managing COVID-19 and future pandemics.

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Thinking about the future highlights the constructive nature of consciousness, as opposed to merely representing what is therebecause the future is not yet available to be seen. We elaborate this point to emphasize how consciousness deals in alternative possibilities, and indeed preconscious interpretation confers meaning by recognizing these alternatives. Crucially, the goal of prospection is less to predict what is sure to happen than to prepare for action in situations defined by sets of incompatible alternative options, each of which might or might not come true. We review multiple lines of evidence indicating that people conceptualize the future as just such a matrix of maybe. Thus, people think of the future as highly changeable. Most prospective thinking involves planning, which is designed to bring about one outcome rather than alternatives. Optimism may often reflect an initial, automatic response that is soon followed by conscious appreciation of obstacles and other factors that can produce less desired, alternative outcomes. People moralize the future more than the past, presumably to promote the more desirable outcomes. Anticipated emotion helps people evaluate future possible outcomes. People specifically anticipate the matrix of maybe and sometimes seek to preserve multiplicity of options. We integrate these patterns of findings with a pragmatic theory of prospection: Thinking of the future as a multi-maybe matrix is useful for guiding action.

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Long-term thinking and voluntary resource sharing are two distinctive traits of human nature. Across three experiments (N=1,082), I propose a causal connection: Sometimes people are generous because they think about the future. Participants were randomly assigned to either focus on the present or the future, and then made specific decisions in hypothetical scenarios. In Study 1 (N=200), future-focused participants shared more money in a public dictator game than present-focused participants (+39%), and they were willing to donate more money to charity (+61%). Study 2 (N=410) replicated the positive effect of future-focus on dictator giving when the choice was framed as public (+36%), but found no such effect when the choice was framed as private. That is, focusing on the future only made participants more generous when others would know their identity. Study 3 was a high-powered and pre-registered replication of Study 1 (N=472), including a few extensions. Once again, future-focused participants gave more money to charity in a public donation scenario (+40%), and they were more likely to volunteer for the same charity (+17%). As predicted, the effect was mediated by reputational concern, indicating that future-orientation can make people more generous because it also makes them more attuned to the social consequences of their choices. Taken together, the results suggest that focusing on the future promotes reputation-based generosity. By stimulating voluntary resource sharing, a central function of human foresight might be to support cooperation in groups and society.