A Quote by Edgar Fiedler

At some risk of oversimplification, I suggest that the usual reason a business cycle turns into a monster is an overdose of government policy. — © Edgar Fiedler
At some risk of oversimplification, I suggest that the usual reason a business cycle turns into a monster is an overdose of government policy.
Understanding government can be a complex business. The stated reason for a policy and the real reason for it are rarely the same.
For policy makers interested in using tax policy to stimulate investments or especially to smooth business cycle fluctuations, the results are not promising.
This crisis is not simply a more severe version of the usual business cycle recession, the typical downturn in which economies ultimately adjust and stabilize.
No one doing big business can avoid some contact with government agencies, regulators, and policy makers.
I think the government lost control over fiscal policy in UPA-2. But it is possible to suggest that the momentum of the populism of UPA-1 did the damage when the economy slowed down, but government spending could not.
If we're going to forecast the business cycle, surely it is a good idea to know the business cycle. Sounds reasonable, but it's not that easy.
It is an oversimplification to say that the opposite of irony is oversimplification.
The BJP promised that the end of Article 370 was going to be the close of business-as-usual in Kashmir. But if anything defines business-as-usual, it has been New Delhi's attempts at political engineering in the Valley.
The problem with cap-and-trade and programs such as carbon capture and storage is that they all assume that business as usual can continue. The financial meltdown and peak oil has pretty much demonstrated that business as usual's not going to work.
In any business opportunity, you'd be looking, probably, primarily at the risk and return. Some business can be very risky with a low return; what you want is the lowest risk with the biggest return.
Managing risk is a key variable, frankly, all aspects of life, business is just one of them, and one of the things that most people do in terms of managing risk, that's actually bad thinking, is they think they can manage risk to zero. Everything has some risk to it. You know, you drive your car down the street, a drunk driver may hit you. So what you're doing is you're actually trying to get to an acceptable level of risk.
Here is where you get into the danger zone, when the government official starts talking about U.S. government business and then also talking about what personal business favors they might want. And when the conversation goes down that road, it does risk crossing the line into solicitation of a bribe.
That is the saddest thing: He [Prince] always thought I would die of a drug overdose, and here it happens he dies of an accidental overdose.
Lack of confidence, sometimes alternating with unrealistic dreams of heroic success, often leads to procrastination, and many studies suggest that procrastinators are self-handicappers: rather than risk failure, they prefer to create conditions that make success impossible, a reflex that of course creates a vicious cycle.
People look at me as if I were some sort of monster, but I can't think why. In my macabre pictures, I have either been a monster-maker or a monster-destroyer, but never a monster. Actually, I'm a gentle fellow. Never harmed a fly. I love animals, and when I'm in the country I'm a keen bird-watcher.
I think during the Cold War in America at least, there was a division; there was the Soviet government and there were the oppressed people, who were not represented by this government. That was a massive oversimplification of what the true situation was there. There were certainly many people who were completely and fully alienated from the government.
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