A Quote by Eric Maskin
Because mechanism designers do not generally know which outcomes are optimal in advance, they have to proceed more indirectly than simply prescribing outcomes by fiat; in particular, the mechanisms designed must generate the information needed as they are executed.
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Accurate processing of information about outcomes is no simple task under the variable conditions of everyday life . . . usually, many factors enter into determining what effects, if any, given actions will have, Actions, therefore, produce outcomes probabilistically rather than certainly. Depending on the particular conjunction of factors, the same course of action may produce given outcomes regularly, occasionally, or only infrequently
Expected outcomes contribute to motivation independently of self-efficacy beliefs when outcomes are not completely controlled by quality of performance. This occurs when extraneous factors also affect outcomes, or outcomes are socially tied to a minimum level of performance so that some variations in quality of performance above and below the standard do not produce differential outcomes
It is a very bad idea for governments to create arbitrary and unfair outcomes, or outcomes resulting from the passions and whims of the government rather than from the law, just because they have the power to do so.
Nations that pay for outcomes and health actually spend a lower percentage of GDP, and they have better outcomes. And so the Affordable Care Act is starting to make that migration, but we've got to keep down that path, and we'll improve outcomes and reduce cost.
Those who think through possible outcomes with discipline, forge connections, in so doing, to other cosmi in which those outcomes are more than mere possibilities. Such a consciousness is measurably, quantitatively different from one that has not undertaken the same work and so, yes, is able to make correct decisions in an Emergence where an untrained mind would be of little use.
One word that seems to connect both leaders and employees is: 'outcomes.' Built into that word is the implicit and explicit understanding and agreement that effective actions lead to good outcomes; ineffective actions lead to poor outcomes.
You may do as you wish without fear of retribution. It may serve you, however, to be aware of consequences. Consequences are results. Natural outcomes. These are not at all the same as retributions, or punishments. Outcomes are simply that. They are what results from the natural application of natural laws. They are that which occurs, quite predictably, as a consequence of what has occurred.
Whether we're talking about the New Deal or the Great Society: they didn't come about because they wanted to buy people off with "hush money." They were the outcomes of struggles. They were the outcomes, in the 1930s, of a viable socialist-communist movement. They were the outcomes of a viable workers' movement. FDR didn't give in because he wanted to shut people up, he gave in because he was under pressure. He had no choice.
We have no control over outcomes, but we can control the process. Of course, outcomes matter, but by focusing our attention on process, we maximize our chances of good outcomes.
Given our inevitably incomplete knowledge about key structural aspects of our ever-changing economy and the sometimes asymmetric costs or benefits of particular outcomes, a central bank... need to consider not only the most likely future path for the economy but also the distribution of possible outcomes about that path. They then need to reach a judgment about the probabilities, costs, and benefits of the various possible outcomes under alternative choices for policy.
Constraint theory defines for you what outcomes are possible and what outcomes are impossible. It also eliminates wishful thinking.
Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.
We have now reached a level where we should be even more ambitious. We should focus on more tangible mechanisms and outcomes. Make BRICS a platform of Impact.
Once we admit that there is room for newness - that there are vastly more conceivable possibilities than realized outcomes - we must confront the fact that there is no special logic behind the world we inhabit, no particular justification for why things are the way they are. Any number of arbitrarily small perturbations along the way could have made the world as we know it turn out very differently.
I generally don't regret decisions that have poor outcomes for me because that's the best way you can learn.
The management of creativity is more intimate. By that I mean that it deals with an individual's personal, psychological landscape. It deals with the way you create relationships. It deals with creating an atmosphere and environment that support the creative process. As a result, it is a management skill set that is inherently psychological and that encourages desired outcomes rather than demands those outcomes.
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