Quotes About Behavior

declared preferences and revealed preferences.)

Cuando a la gente no se la obliga a pagar todos los costes de sus acciones, tiene pocos incentivos para cambiar de conducta.

History clearly shows, most people, whether because of nature or nurture, generally put their own interests ahead of others'. This doesn't make them bad people; it just makes them human.

For every extra year a young person was exposed to TV in his first 15 years, we see a 4 percent increase in the number of property-crime arrests later in life and a 2 percent increase in violent-crime arrests.

At least 20 percent of American men born between 1933 and 1942 had their first sexual intercourse with a prostitute.

Whatever the incentive, whatever the situation, dishonest people will try to gain an advantage by whatever means necessary. Or

When the eyes were watching, Bateson's colleagues left nearly three times as much money in the honesty box. So the next time you laugh when a bird is frightened off by a silly scarecrow, remember that scarecrows work on human beings too.

it is often possible to elicit the behavior you want through nonfinancial means.

If morality represents how people would like the world to work, then economics shows how it actually does work.

Yes, it may be money they're after—but just as often they are motivated by wanting to be liked, or not be hated; by wanting to stand out in a crowd, or perhaps not stand out.

really care about, not what they say they care about. 2. Incentivize them on the dimensions that are valuable to them but cheap for you to provide. 3. Pay attention to how people respond; if their response surprises

Humans respond to incentives.

It's easy to envision how you'd change the behavior of people who think just like you do, but the people whose behavior you're trying to change often don't think like you—and, therefore, don't respond as you might expect.

A good set of data can go a long way toward describing human behavior as long as the proper questions are asked of it. Our job in this book is to come up with such questions.

Incentivize them on the dimensions that are valuable to them but cheap for you to provide.

For every clever person who goes to the trouble of creating an incentive scheme, there is an army of people, clever and otherwise, who will inevitably spend even more time trying to beat it.

Ante cualquier incentivo, cualquier situación, la gente deshonesta tratará de obtener un beneficio sin importar los medios a emplear.

there is one mantra a Freak lives by, it is this: people respond to incentives. As utterly obvious as this point may seem, we are amazed at how frequently people forget it, and how often it leads to their undoing. Understanding the incentives of all the players in a given scenario is a fundamental step in solving any problem.

But if you want to think like a Freak, you must learn to be a master of incentives—the good, the bad, and the ugly.

Most of economics can be summarized in four words: "People respond to incentives." The rest is commentary.

The governing principle is precisely the same one that predicts behavior at the gas pump. When the price of gasoline is low, people choose to buy more gasoline. When the price of accidents (e.g., the probability of being killed or the expected medical bill) is low, people choose to have more accidents. You

The observers of the time were detecting a phenomenon that we now largely take for granted: that mass behavior can often diverge strikingly from the desires of the individuals that make up the mass.

A city is a kind of pattern-amplifying machine: its neighborhoods are a way of measuring and expressing the repeated behavior of larger collectivities—capturing information about group behavior, and sharing that information with the group.

Buckminster Fuller said don't try to change human behavior. It's s a waste of time. Evolution doesn't mess around; the patterns are too deep. Fuller said go after the tools. Better tools lead to better people. Arctic doesn't develop products. We may cultivate them, occasionally, in our own particular way, but our business is change. Significant change.