A Quote by Amy Morin

A lot of problems stem from a desire to avoid discomfort. For example, people who fear failure often avoid new challenges in an effort to keep anxiety at bay. Avoiding emotional discomfort, however, is usually a short-term solution that leads to long-term problems.
I focused my mind and energies on short-term Trump problems, which allowed me to avoid thinking about my own long-term Trump problem of having given him the benefit of the doubt for more than a decade, despite having many reasons not to.
The short-term problems are economic - royalties, unions, irresponsible management. The long-term problems are artistic, and they started 40 years ago with the advent of television and the upgrading of films.
Britain can choose, as others are, short term fixes and more stimulus. Or we can lead the world with long-term solutions to long-term problems.
I’m fortunate to have found out early, in 1990, just two years after I retired, that I have neurological damage. I try to manage it. I know what can trigger headaches and try to avoid it. I have short term memory problems, so I make a special effort to remember people and names. I have to work harder, but it’s important.
Choosing to avoid uncomfortable feelings offers immediate short-term relief, but avoidance can lead to long-term consequences.
People don't like the idea of thinking long term. Many are desperately seeking short term answers because they have money problems to be solved today.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
Sometimes the manager must perform with the courage and agility of a circus performer, carefully crossing the highwire between short-term problems and long-term objectives.
This is bad for policy-making - if you cover up the problems, how can you solve them? It also corrodes public trust. Government must be much more honest about the challenges facing the country, if we are to begin to tackle them. Short-term spin must give way to proper long-term strategic thinking.
Poor people will do almost anything to avoid problems. They see a challenge and they run...the secret to success, my friends, is not to try to avoid or get rid of or shrink from your problems; the secret is to grow yourself so that you are bigger than your problems.
Because people's desire to be comfortable supersedes their desire for self knowledge and well being, they avoid any form of discomfort. This is the impulse that drives us to repress undesired emotions, thoughts, and past trauma.
Evolutionary biologists often avoid using the term "race" because there is so much racist baggage that comes with the term. However, they are often okay with the idea that the genealogy of human groups within our species can sometimes be inferred in much the same way as the genealogy of different species.
When we avoid the legitimate suffering that results from dealing with problems, we also avoid the growth that problems demand from us.
In the early 1980s, the government of New Zealand fell into the hands of true believers, globalist believers, and they embraced the theory of inevitability perhaps more completely than anybody else. And it solved in the very short term some of their debt problems, but in the medium- and long-term, it left them in real economic trouble.
Promotions are a short-term solution with dreadful long-term effects.
I think a lot about intergenerational justice. Short-term versus long-term helps to explain a lot of the policy disagreements that happen between the parties, and I would argue that in most ways, we are the party with more long-term thinking.
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