A Quote by Ronald Coase
You get more irrationality within the family and in consumer behavior than you get, say, in the behavior of firms in their purchases.
Related Quotes
When our embassy is attacked in Benghazi by terrorists and there is no response, you get more bad behavior. When Russia invades Ukraine and there is no response, you get more bad behavior. When Syria crosses the red line and there is no response, you get more bad behavior. When Iran launches tests of ballistic missiles and there is no response, you get more bad behavior. When North Korea attacks Sony Pictures and there is no response, you get more bad behavior. In other words, Mrs. Clinton, you cannot lead from behind. We must respond when we are attacked or provoked.
Grace-driven effort wants to get to the bottom of behavior, not just manage behavior. If you're simply managing behavior but not removing the roots of that behavior, then the weeds simply sprout up in another place.
We always see abhorrent behavior and say why, but then we get mad when somebody tries to answer. Just to answer the question why does not say I'm validating behavior. I'm just saying, if we're going to be a student of human behavior, be a true student.
The business schools reward difficult complex behavior more than simple behavior, but simple behavior is more effective.
True doctrine, understood, changes attitudes and behavior. The study of the doctrines of the gospel will improve behavior quicker than a study of behavior will improve behavior. Preoccupation with unworthy behavior can lead to unworthy behavior. That is why we stress so forcefully the study of the doctrines of the gospel.
Since emotions are few and reasons are many (said the robot Giscard) the behavior of a crowd can be more easily predicted than the behavior of one person.
I believe the election and reelection of Obama were among the most conspicuous acts of denial in recent years. Voters just stopped paying attention. They accepted consistently bad behavior and rewarded it. Then they wonder why they get more bad behavior.
A curious mind does not say to consumers "What do you want?" A curious mind understands context, understands behavior, understands spending and spending patterns - the accumulation of a day's purchases, or spending over a week or a year. A curious mind asks the questions that open up the consumer to talk about her latent dissatisfactions, hopes, wishes, and dreams.
I certainly relish the chance to play a woman who didn't have to conform in any way ever to expected behavior or desirable behavior or attractive behavior.
It is always easier - and usually far more effective - to focus on changing your behavior than on changing the behavior of others.
You can't avoid being an egotistical person and ultimately somewhat narcissistic. You can try to curb it by recognizing that behavior. But at the same time, your repetitive behavior has its own psychology, and it's impossible to get out of that.
I think comedy directors tend to feel a need to justify the bad behavior, and I just never think that. I like bad behavior, I've always liked bad behavior, I'm a fan of bad behavior, and I don't think you have to justify bad behavior.
The thing that has always interested me in the kinds of shows that I do have more to do with the consequences of behavior than the behavior itself. Pulling a trigger and shooting somebody, or dismembering somebody.
...how little our side of the industry did to move its business to the more ethical firms and to make a fuss about conflicted or unethical behavior. Had a number of us moved our business, we might have slowed or even stopped the 30-year slide in conflicted, unethical behavior that we have experienced. I, for one, regret the modest nature of our moves. We all could have done more. We have tolerated a pretty nasty decline in standards. Shame on us.
Persuading through Simplifying - Using computing technology to reduce complex behavior to simple tasks increases the benefit/cost ratio of the behavior and influences users to perform the behavior.
The perception of potential threats to survival may be much more important in determining behavior than the perceptions of potential profits, so that profit maximization is not really the driving force. It is fear of loss rather than hope of gain that limits our behavior.
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