8. In Sections 24.4, 26.2, and 26.3, we demonstrated that a worker’s expectations of what her teammates were going to do were an important determinant of her (privately) optimal behavior. Suppose that you were able to influence other team members’ beliefs about your own behavior by acquiring a reputation for being

(a) an incurable shirker, or

(b) a diehard workaholic who never shirks. If your team exhibits a weakest-link production process, which reputation would you rather have? What if workers are extreme substitutes?