Abstract
In many joint decisions—across families, advisorships, and teams—one party often makes a choice
that primarily affects another. When the outcome diverges from the beneficiary’s preferences, this
is often interpreted as a deliberate override. We argue this interpretation is incomplete: the decision
maker may also hold inaccurate beliefs about the beneficiary’s preferences, effectively reducing
the weight of these preferences in the final decision more than intended. We demonstrate this in
high-stakes parent–child school choice, a setting with frequent communication where meaningful
belief errors might be expected to be limited. We find parents are misinformed about their children’s
preferred schools and systematically underestimate how much their own preferences differ from those
of their children. In a field experiment that transparently reveals children’s school rankings, parents
shift their children’s school applications toward those rankings, including on key margins such as top-
choice schools and academic versus vocational tracks. Accounting for belief errors nearly triples the
inferred weight parents place on children’s preferences. Overall, our findings suggest that improving
preference transparency can have important economic consequences for joint and delegated choices.