A Quote by Scott D. Anthony

What looks like resistance in many cases is rational responses to incentives and ingrained resource-allocation processes. — © Scott D. Anthony
What looks like resistance in many cases is rational responses to incentives and ingrained resource-allocation processes.
I have started or run several companies and spent time with dozens of entrepreneurs over the years. Virtually none of them, in my experience, made meaningful personnel or resource-allocation decisions based on incentives or policies.
Like many countries, Indonesia can transform its decision-making system to be more transparent and inclusive, particularly on resource allocation and use.
The resource allocation task of top management has received too much attention when compared to the task of resource leverage.
There are many challenges in the global education ecosystem: from top-down systemic issues in how educational services are organized and delivered, to bottom-up issues of curriculum effectiveness, accountability, and human resource allocation.
I would say that many architects are very logical. They start their process from analysis and from rational processes to try and find the 'right' answer, like solving a mathematic equation.
People that are that good at motivating and inspiring are rare. In many cases, you wish it was parents, and in many cases it is, but in a lot of cases it happens outside the family as well - or, in some cases, only.
All companies - and not just startups - face the same eternal challenge: resource allocation.
Conflicting legislation and regulations, overlapping mandates, unwillingness to enforce land use, elite capture, entrenched attitudes, and lack of incentives to influence behavior are rife in many resource-rich countries.
The lens of contract focuses predominantly on gains from trade whereas orthodoxy is focused on resource allocation.
It's all emotion. But there's nothing wrong with emotion. When we are in love, we are not rational; we are emotional. When we are on vacation, we are not rational; we are emotional. When we are happy, we are not [rational]. In fact, in more cases than not, when we are rational, we're actually unhappy. Emotion is good; passion is good. Being into what we're into, provided that it's a healthy pursuit, it's a good thing.
It's been invigorating being back on the West Coast, being at Alphabet, because there is so much innovation. And the big challenge is, how do you think about resource allocation and priorities when you have so many great options? But wearing jeans instead of suits and popping into driverless cars has also been a lot of fun.
My own conclusion is that history is simply social development along the lines of weakest resistance, and that in most cases the line of weakest resistance is found as unconsciously by society as by water.
Any court which undertakes by its legal processes to enforce civil liberties needs the support of an enlightened and vigorous public opinion which will be intelligent and discriminating as to what cases really are civil liberties cases and what questions really are involved in those cases.
There is a sense in which, like, it could be the case that the incentives of running for president and the incentives of getting maximum attention for yourself, sometimes align, and at a certain point, they stop aligning, and you just keep going with the incentives for maximum attention for yourself.
Complex regulation in place of simple-rules capitalism disrupts market processes and corrupts business incentives.
Consensus processes starve innovative design by eating the resource.
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