DAVID BOLLIER ~ THINK LIKE A COMMONER ~ 2014

~ C-PAG-B-ADGOPDTODSPABOKFMAR-ECIS-BEHEIRTAS-R-L-LH-A-SOT ~ Commons – Persist And Grow – Because – A Defined Group Of People Develop Their Own Distinctive Social Practices And Bodies Of Knowledge For Managing A Resource – Each Commons Is Special – Because Each Has Evolved In Relationship To A Specific – Resource – Landscape – Local History – And – Set Of Traditions

~ TIN-SF-O-B-FCAC-NITCSPOU ~ There Is No – Standard Formula – Or – Blueprint – For Creating A Commons – Nor Is The Commons Some Panacea Or Utopia

~ TC-IA-PP-F-S-G-RM-A-‘LW’ ~ The Commons – Is A – Practical Paradigm – For – Self-Governance – Resource Management – And – “Living Well”

~ ACCITTOSPT’D’FACAAUPSTWOBE-TCLTPPFACR-O-W-AC-F-F-A-TDTR-TIKAA-‘CAP’ ~ A Constant Challenge Is The Tendency Of Some People To “Defect” From A Common Agreement And Undermine Potential Schemes That Would Otherwise Benefit Everyone – This Can Lead To Private Profiteering From A Collective Resource – Or – Worse – A Chaotic – Free-For-All – That Destroys The Resource – This Is Known As A – “Collective Action Problem”

~ ACI:AR+AC+ASOSP ~ A Commons Is: A Resource + A Community + A Set Of Social Protocols

~ WCIIA?-A-WA-TF-ME-MFPI? ~ Whose Commons Is It Anyway? – And – What Are – The Fairest – Most Effective – Means For Protecting It?

~ T-‘DWU’-PTCEIWMTCPSVAP-A-SCTCEAP ~ The – “Diversity Within Unity” – Principle That Commons Embody Is What Makes The Commons Paradigm So Versatile And Powerful – And – So Confusing To Conventional Economists And Policymakers

~ TC-INOASR;IMATSPAVTWDTMT ~ The Commons – Is Not Only About Shared Resources; It’s Mostly About The Social Practices And Values That We Devise To Manage Them

~ WPCT-STSEAP-A-AABOPKAT-ASOPSCE ~ When People Come Together – Share The Same Experiences And Practices – And – Accumulate A Body Of Practical Knowledge And Traditions – A Set Of Productive Social Circuits Emerges

~ ACH-B-R-SN-A-SAF-R ~ A Commons Has – Boundaries – Rules – Social Norms – And – Sanctions Against Free Riders

~ ACRTTBACWTAAACSOAR ~ A Commons Requires That There Be A Community Willing To Act As A Conscientious Steward Of A Resource

~ ‘CPR’ ~ “Common Pool Resources”

~ WDA-CMHEAT-CRM ~ When Disputes Arise – Commoners Must Have Easy Access To – Conflict-Resolution Mechanisms

~ TGINTMMGAAM-B-TMSTOFHE-TC-PU-IATPAEOS ~ The Goal Is Not To Maximize Market Gains And Amass Money – But – To Make Sure That One’s Family Has Enough – The Commons – Properly Understood – Is About The Practice And Ethic Of Sufficiency

~ TFOMEACARIDADC;TDLTC ~ The Forces Of Market Enclosure Are Cruel And Relentless In Deconstructing And Destroying Commons; They Don’t Like The Competition

~ GGPTMRTSSSOC-TT-C-ATBA-TI-IAU-EITASOCRTP ~ Governments Generally Prefer To Manage Resources Through Strict Standardized Systems Of Control – To Them – Commoning – Appears To Be Altogether – Too Informal – Irregular And Unreliable – Even If The Actual Successes Of Commons Refute That Prejudice

~ ABUOTCMITAOTDAMOE ~ Any Basic Understanding Of The Commons Must Inevitably Take Account Of The Dynamics And Meaning Of Enclosure

~ E-ASFOTTALN-IPB-GOPAKRILT-BIAC-RT-B-TAOU-O-TDC-ABTI-C-OPAFWD ~ Enclosures – A Special Form Of Theft That Attracts Little Notice – In Part Because – Governments Often Play A Key Role In Legitimizing Them – But In All Cases – Resources That – Belong – To All Of Us – Or – To Distinct Communities – Are Being Transformed Into – Corporate-Owned Properties And Free Waste Dumps

~ NS-E-TTIWTAOPT-S-OACTOG-MTON-A-PTCAWOL ~ Not Surprisingly – Enclosures – Tend To Interfere With The Ability Of People To – Self-Organize And Control Their Own Governance – Meet Their Own Needs – And – Protect Their Culture And Way Of Life

~ VPO-A-A-LA-ACRFAFILG-CRHFPD-TSOEOCLIM-A-SITDOC-OTLAS-CCNL-GAHTOF-DW-O-HWG-EASTCAC ~ Vast Portions Of – Africa – Asia – And – Latin America – Are Currently Reeling From A Fierce International Land Grab – Commoners Rarely Have Formal Property Deeds – The Scale Of Enclosure Of Customary Lands Is Massive – And – So Is The Displacement Of Commoners – Once Their Lands Are Seized – Commoners Can No Longer – Grow And Harvest Their Own Food – Draw Water – Or – Hunt Wild Game – Enclosures Are Shattering Their Communities And Cultures

~ WCBMLTTPSOTPEAABP? ~ What Could Be More Lucrative Than The Private Sale Of The Public’s Equity Assets At Bargain Prices?

~ GBIAEFO-E’I’ ~ Genetic Biodiversity Is An Important Form Of – Ecological “Insurance”

~ P-P-S-AIIE-D ~ Public – Physical – Spaces – Are Important In Enacting – Democracy

~ ITIK-OAATA-CHGTTI-CAIITM-TI-MBTMSPOINE ~ Infrastructure That Is Kept – Open And Accessible To All – Can Help Guarantee That There Is – Competition And Innovation In The Marketplace – The Internet – May Be The Most Significant Piece Of Infrastructure Now Endangered

~ FTI-HBHFSTCWEO-CHABAI-E-A-T-ECW ~ From Time Immemorial – Human Beings Have Freely Shared Their Creativity With Each Other – Culture Has Always Been About Imitation – Extending – And – Transforming – Earlier Creative Works

~ A-HABA-C-I-AOB ~ Art – Has Always Been A – Communal – Intergenerational Act Of Borrowing

~ -CCTWACOSC ~ Culture Cannot Thrive Without A Commons Of Shared Creativity

~IAS-CGOOTM-V-DC-IB-ANKOCTM-BC ~ In A Sense – Creativity Generated Outside Of The Marketplace – Via – Digital Commons – Is Becoming – A Robust New Kind Of Competition To Market-Based Culture

~ IIEPF-MAC-T-‘PNT’ ~ It Is Entirely Possible For – Markets And Commons – To – “Play Nicely Together”

~ B-ITMSPIDTF-MTTSNBGAP-PATBRTEN-EHCR-EAD-CADOVR ~ But – If The Market System Presses Its Demands Too Far – Monetizing Things That Should Not Be Given A Price – Privatizing Access To Basic Resources That Everyone Needs – Enormous Harm Can Result – Ecosystems Are Damaged – Commoners Are Dispossessed Of Vital Resources

~ CTTBNWOSOPAIR-A-T-ANWI-TIOADCTBTLOTCATIOIHE-TIWMCTIT-IOP-I-‘PZ’-T-O-O-BPARFI ~ Commons Tend To Be Nested Within Other Systems Of Power And Institutional Relationships – And – Therefore – Are Not Wholly Independent – There Is Often A Deep Creative Tension Between The Logic Of The Commons And The Imperatives Of Its Host Environment – This Is Why Many Commons Thrive In The – Interstices Of Power – In – “Protect Zones” – Tolerated – Or – Overlooked – By Power Accidentally Remote From It

~ HRACGBM ~ Human Reciprocity And Cooperation Go Back Millennia

~ ETWLTC-‘I’-A-‘C’-A-O-ITCTTTBAIICW-TTANME-BR-DY-A-YC ~ Even Though We Like To Contrast – “Individualism” – And – “Collectivism” – As – Opposites – In The Commons They Tend To Blur And Intermingle In Complicated Ways – The Two Are Not Mutually Exclusive – But Rather – Dynamic Yin-And-Yang Complements

~ H-C-R-A-N-RB-AJASFA-‘CR’-A-‘UM’ ~ Human – Cooperation – Reciprocity – And – Non-Rational Behavior – Are Just As Significant Forces As – “Competitive Rationality” – And – “Utility Maximization”

~ IS-RSE-LATHO-H-I-C-A-C ~ In Short – Reciprocal Social Exchange – Lies At The Heart Of – Human – Identity – Community – And – Culture

~ L-INJ-FW-AI;I-IA-I-A-S ~ Law – Is Not Just – Formal – Written – And Institutional; It – Is Also – Informal – Oral – And – Social

~ CRVIAABATAOFLBIROOTFWTFLCBMATTP ~ Commoning Remains Vitally Important As A Bulwark Against The Abuses Of Formal Law Because It Represents One Of The Few Ways That Formal Law Can Be Made Accountable To The People

~ CAM-BSSWTC? ~ Can A Market-Based Society Survive Without The Commons?

~ TROTDC ~ The Rise Of The Digital Commons

~ TCS ~ The Commons Sector

~ TOAR ~ The Open Access Revolution

~ SC ~ Subsistence Commons

~ VACAHTDISMUTSOTM ~ Virtually All Commons Are Hybrids That Depend In Some Measure Upon The State Or The Market

~ STC ~ State Trustee Commons

~ TPOACCFTASPTAI ~ The Power Of A Commons Comes From The Actual Social Practices That Animate It

~ WSS-A-S-S-B-O-EF-AP-W-LEAE-RT-MBM-T-R-A-P? ~ Why Should Some – Abstract – Self-Serving – Bureaucratic – Or – Economic Framework – Automatically Prevail – When – Local Expertise And Experience-Rich Traditions – May Be More – Trustworthy – Responsive – And – Practical?

~ TS-SORT-S-OCCPCFME-T-T-S-O-M-A-WGP-L-F-A-P ~ The State – Should Openly Recognize That – Self-Organized Commons Can Perform Certain Functions More Effectively – Than – The – State – Or – Market – And – With Greater Perceived – Legitimacy – Fairness – And – Participation

STEVEN JOHNSON ~ EIGHT PRIMARY FACTORS THAT CONTRIBUTE TO THE CHALLENGE OF FARSIGHTED DECISION-MAKING ~ FARSIGHTED ~ 2018

~ CD-IMV-A-IMCD-KVANEATO;THTBD ~ Complex Decisions – Involve Multiple Variables – And – In Many Complex Decisions – Key Variables Are Not Evident At The Outset; They Have To Be Discovered

~ CD-RF-SA-INJTTCMV;IATTVDOCDFOR-TMTDW-YNTFYMOOINP-YHTTAAPFMP ~ Complex Decisions – Require Full-Spectrum Analysis – It’s Not Just That They Contain Multiple Variables; It’s Also That Those Variables Draw On Completely Different Frames Of Reference – To Make Those Decisions Well – You Need To Force Your Mind Out Of Its Narrowband Priorities – You Have To Think About A Problem From Multiple Perspectives

~ CD-FUTPTF ~ Complex Decisions – Force Us To Predict The Future

~ CD-IVLOU ~ Complex Decisions – Involve Varied Levels Of Uncertainty

~ CD-OICO ~ Complex Decisions – Often Involve Conflicting Objectives

~ CD-HUO ~ Complex Decisions – Harbor Undiscovered Options

~ CD-APT-S1-F-ATS-TMIETGTTSPOL-CTOTBLWWFATC ~ Complex Decisions – Are Prone To – System 1 – Failings – All The Shortcuts – That Make It Easy To Get Through The Simple Problems Of Life – Can Turn Out To Be Liabilities When We Face A True Crossroads

~ CD-AVTFO-CI-GAVT-CBTAFTSDOHI-‘GT’~ Complex Decisions – Are Vulnerable To Failures Of – Collective Intelligence – Groups Are Vulnerable To – Collective Biases That Arise From The Social Dynamics Of Human Interaction – “GroupThink”

STEVEN JOHNSON ~ FARSIGHTED ~ 2018

~ TATMIACDIASTATEAOOL:WE;DR;CL;EE ~ The Ability To Make Informed And Creative Decisions Is A Skill That Applies To Every Aspect Of Our Lives: Work Environments; Domestic Roles; Civic Lives; Economic Existence

~ I-O-C-O-I-COTUSFWWROOT-DC ~ Intelligence – Or – Confidence – Or – Intuition – Can Only Take Us So Far When We Reach One Of Those – Difficult Crossroads

~ WTTF-FTTOOCD-SOTJTLTT-B-S-WIMM-WNTRTT ~ We Tend To Fast-Forward To The Outcomes Of Complex Decisions – Skipping Over The Journey That Led To Them – But – Sometimes – When It Matters Most – We Need To Rewind The Tape

~ BR ~ Bounded Rationality

~ ‘GT’-MOTTTHBDTACD-MHBSETSA-TPBSOBO-GB-A-TU-TWROKTAW-CGP ~ “GroupThink” – Many Of The Techniques That Have Been Developed To Augment Complex Decision-Making Have Been Specifically Engineered To Steer Around – The Potential Blind Spots Or Biases Of – Group Behavior – And – To Uncover – The Wide Range Of Knowledge That A Well-Curated Group Possesses

~ E-L-TD-IA-S-OA-F:U-NTBR-SDFIPTWCSIIFC ~ Every – Long-Term Decision – Is A – Snowflake – Or A – Fingerprint: Unique – Never To Be Repeated – So Different From Its Peers That We Can’t Shovel It Into Formulaic Categories

~ MTAE-WWFOCOOLHC-WNTSIOIOT-WFE-TIWIUADBIRSPC-BTIW-T-ISATWTDBFTP-IAISP-TWOSCBT ~ More Than Anything Else – When We Find Ourselves Confronting One Of Life’s Hard Choices – We Need To See It On Its Own Terms – With Fresh Eyes – There Is Wisdom In Understanding A Decision Because It Resemble Some Past Crossroads – But There Is Wisdom – Too – In Seeing All The Ways The Decision Breaks From The Past – In Appreciating Its Singular Properties – This Way Of Seeing Can Be Taught

~ TBS ~ The Blind Spot

~ ITTUAPWMIV-IOIFUTPATRED-SODIBOO-PAT-OSMTRBTUWTAOTS-POMTRDILHTMSOATDI-BIIJAITRTHTHOUIYN-TUT ~ In Trying To Understand A Problem With Many Interacting Variables – It’s Often Impossible For Us To Perceive All The Relevant Elements Directly – So Our Decision Is Built Out Of – Proxies And Translators – Other Specialized Minds That Report Back To Us With Their Assessment Of The Situation – Part Of Making The Right Decision Is Learning How To Make Sense Of All Those Different Inputs – But – It Is Just As Important To Recognize The Holes That Have Opened Up In Your Network – The Unreliable Translators

~ WFAD-TI-M-I-V-PHATTPO-‘A’-V-A-MTDBOTE-B-FDTMRFY-IMSTEOP ~ When Facing A Decision – That Involves – Multiple – Independent – Variables – People Have A Tendency To Pick One – “Anchor” – Variable – And – Make Their Decision Based On That Element – But – For Decisions That May Reverberate For Years – It Makes Sense To Expand Our Perspective

~ ID-DACD-CHETTCOTI-TCOE-SC-IH-TIFHC ~ Influence Diagrams – Diagramming A Complex Decision – Can Help Elucidate The True Complexity Of The Issue – The Chain Of Effects – Sometimes Called – Impact Highways – That Inevitably Follow Hard Choices

~ D-EFDHIOUM-OC-A-TAOMTCWAMWAPLNIFTMTMSET-B-IIDTKOKVRTSTSAITI-A-TBWTDTVITGDPOEOTP ~ Diversity – Every Farsighted Decision Has Its Own Unique Map – Of Course – And – The Art Of Making Those Choices With As Much Wisdom As Possible Lies Not In Forcing That Map To Match Some Existing Template – But – Instead In Developing The Kind Of Keen Vision Required To See The Situation As It Truly Is – And – The Best Way To Develop That Vision Is To Get Different Pairs Of Eyes On The Problem

~ TMIEI-TDOPYA-TDODISSTIATAEWTDPBATTGHNRETTCAH ~ The Most Important Element Is – The Diversity Of Perspectives You Assemble – The Power Of Diversity Is So Strong That It Appears To Apply Even When The Divers Perspectives Being Added To The Group Have No Relevant Expertise To The Case At Hand

~ HG-T-TCTDTQ ~ Homogeneous Groups – Tend – To Come To Decisions Too Quickly

~ YCETDOAEG-WBIO-SBD-‘ER’-TEOTPBOTKTHTBTTD-IOLFTCGOSK-PWETSTUPOTC ~ You Can Enhance The Diversity Of An Existing Group – Without Bringing In Outsiders – Simply By Designating – “Expert Roles” – To Each Of The Participants Based On The Knowledge They Happen To Bring To The Discussion – Instead Of Looking For The Common Ground Of Shared Knowledge – Participants Were Empowered To Share Their Unique Perspective On The Choice

~ STEWTBWITBCYAR ~ Sometimes The Easiest Way To Be Wrong Is To Be Certain You Are Right

~ TIWIBAAMMOTSYATTN-B-TIAACKOWIITBSOTM-TPWYDHC-EBYDHTRSOSAY-OBSEOTSIFU ~ There Is Wisdom In Building An Accurate Mental Map Of The System You Are Trying To Navigate – But There Is Also A Crucial Kind Of Wisdom In Identifying The Blank Spots On The Map – The Places Where You Don’t Have Clarity – Either Because You Don’t Have The Right Set Of Stakeholders Advising You – Or Because Some Element Of The Situation Is Fundamentally Unknowable

~ APTRTCLTOTBAPSOML-NJBIAOTGHSTTTI-B-BTVAOTAHCYAASMYTAWYMBM-CUWNC-TUP ~ Asking People To Rate Their Confidence Level Turns Out To Be A Productive Strategy On Multiple Levels – Not Just Because It Allows Others To Gauge How Seriously To Take Their Information – But – Because The Very Act Of Thinking About How Certain You Are About Something Makes You Think About What You Might Be Missing – Coming Up With New Choices – The Undiscovered Path

~ OE ~ Optimal Extremism

~ MSSCFTTFOA-‘E’-P-FFT-C-C-W-ASWEPANGAMVIASIOFC-OC-TAMEPTTOTB-DE-O-W ~ Most Significant Social Change First Takes The Form Of An – “extreme” – Position – Far From The – Centrist – Conventional – Wisdom – A Society Where Extreme Positions Are Not Granted A Meaningful Voice Is A Society Incapable Of Fundamental Change – Of Course – There Are Many Extreme Positions That Turn Out To Be – Dead-Ends – Or – Worse

~ SF~ SuperForecasters

~ FTLV-YNTDOMSFC For The Long View – You Need To Draw On Multiple Sources For Clues

~ RCT ~ Randomized Controlled Trial

~ S-MUBAP-A-SPMUBD-M ~ Simulations – Make Us Better At Predicting – And – Successful Predictions Make Us Better Decision-Makers

~ SP-YB-OMWTGB-OWTGW-A-OWTGW ~ Scenario Plans – You Build – One Model Where Things Get Better – One Where They Get Worse – And – One Where They Get Weird

~ PM-ITTSIGTD-A-ITCTWBRFTFD ~ PreMortem – Imagine That The Subject Is Going To Die – And – Imagine The Causes That Will Be Responsible For That Future Death

~ RT ~ Red Teams

~ HCAOHBTIOPLIMW-ASOATITI-THTTEAMCFSEP-TOTBAET ~ Hard Choices Are Often Hard Because They Impact Other People’s Lives In Meaningful Ways – And So Our Ability To Imagine The Impact – To Think Through The Emotional And Material Consequences From Someone Else’s Perspective – Turns Out To Be An Essential Talent

~ AWOMUITFPTAMAYEOT-RFTDTL ~ Another Way Of Mitigating Uncertainty Is To Favor Paths That Allow Modifications After You’ve Embarked On Them – Room For Tinkering Down The Line

~ Supercomputers Have Started Taking On The Role That In Ancient Times Belonged To The Oracles: To Peer Into The Future

~ WLIAS-A-SATKUFTLV ~ We Live In A Short-Attention-Span Age That Keeps Us From The Long View

~DGMSD ~ Diverse Groups Make Smarter Decisions

~ TLV ~ The Long View

~ WGTD? ~ Who Gets To Decide?

~ WITIO-D-IAIMG-THU-D-AAS-WOLSB ~ We Invented The Institution Of – Democracy – In All Its Many Guises – To Help Us – Decide – As A Society – What Our Laws Should Be

~ MIP-TIWO-MFCAAS-FT-WINWODO-CIEFUTT ~ Maybe It’s Possible – To Invent Ways Of – Making Farsighted Choices As A Society – Faster Than – We Invent New Ways Of Destroying Ourselves – Certainly It’s Essential For Us To Try

GEORGE TYLER ~ MARKET REGULATION ~ WHAT WENT WRONG ~ 2013

~ P-BI-FCTC-EM ~ Prevents – Business Interests – From Combining To Create – Exploitative Monopolies

~ E-T-E-SA-P-A-M ~ Ensures – That – Externalities – Such As – Pollution – Are – Managed

~ C-MWSFE ~ Creates – Minimum Worksite Standards For Employees

~ A-TPO-FS-B-B-APESCWCCA ~ Avoids – The Problem Of – Financial Speculation – By – Banks – A Problem Ever Since Credit Was Conceived Centuries Ago

~ E-ABLO-HAI-OTPO-BI ~ Enforces – A Basic Level Of – Honesty And Integrity – On The Part Of – Business Interests

GEORGE TYLER ~ THE ALTERNATIVE: FAMILY CAPITALISM ~ WHAT WENT WRONG ~ 2013

~ U-TIOSGR-PITFS ~ Understands – The Importance Of Selective Government Regulation – Particularly In The Financial Sector

~ PAPO-L-TPG ~ Puts A Premium On – Long-Term Productivity Growth

~ RAM-TDOCIOG ~ Recognizes And Modulates – The Dangers Of Corporate Influence On Government

~ PAPO-L-TGIWATKTFP ~ Puts A Priority On – Long-Term Growth In Wages As The Key To Family Prosperity

GEORGE TYLER ~ WHAT WENT WRONG ~ 2013

~ TA:FC ~ The Alternative: Family Capitalism

~ P-TATDOG-A-TMIBCS ~ Policies – To Ameliorate The Dangers Of Globalization – And – To Maximize Its Benefits Can Succeed

~ WTIO-OJIPO-EFBTV ~ When The Impact Of – Offshoring Jobs Is Pointed Out – Executives Frequently Blame The Victims

~ D-F-JW-ARAOHAND ~ Debt-Free Corporations – Juxtaposed With – A Record Amount Of Household And National Debt

~ RC-SOTTOGBSI ~ Regulatory Capture – Seizure Of The Tools Of Government By Special Interests

~ TOGS-G-WNLSTBACOTPOBB-I-IWSTGOOTW-O-EB-F ~ The Tone Of Government Shifted – Government – Was No Longer Supposed To Be A Check On The Power Of Big Business – Instead – It Was Supposed To Get Out Of The Way – Or – Even Better – Facilitate

~ SGO-WJIWT-RI-BIDFTRO-I-I-WPTRWTSIGWC-TCWRWCOI ~ Senior Government Officials – Whose Job It Was To – Regulate Industry – Became Increasingly Drawn From The Ranks Of – Industry – Itself – With Plans To Return When Their Stint In Government Was Complete – These Circumstances Were Rife With Conflicts Of Interest

~ WCG ~ Weak Corporate Governance

~ TCC ~ Tax Cut Cultists

~ ‘DDM’ ~ “Deficits Don’t Matter”

~ IP-RCD-RHD-RND ~ Illusory Prosperity – Rising Corporate Debt – Rising Household Debt – Rising National Debt

~ RID ~ Rising Income Disparity

~ EM ~ Economic Mythmaking

~ TS:SC-R-SC ~ The Shift: Shareholder Capitalism – Replaced – Stakeholder Capitalism

~ TRDORC:IO-MI-WO-ATI-L-O-BI-IO-T-PG-BSI-FFSTBCFR ~ The Revolving Door Of Regulatory Capture: Industry Officials – Morphing Into – Washington Officials – And Then Into – Lobbyists – Or – Back Into – Industry Officials – Their – Personal Gain – Blending Seamlessly Into – Fervor For Shielding The Business Community From Regulation

~ TGORIT-CMG-PAMCL-SA-THI-AA-PC-TCITFAB:TPMOOTP-ERT-W-P-RC ~ The Goal Of Regulation Is To – Corral Mankind’s Greed – Protect Against Mankind’s Cognitive Limitations – Such As – The Herd Instinct – And Also – Prevent Collusion – The Challenge Is To Find A Balance: The Proper Measure Of Oversight That Promotes – Entrepreneurial Risk Taking – While – Preventing – Regulatory Capture

~ AS”TFP-RC-BIFPITGOE-‘TIOT-P-OTBAT-OSFAIMBNF-PTOT-C’ ~ Adam Smith: The Father Of – Regulated Capitalism – Broadly Improving Family Prosperity Is The Goal Of Economics – “The Interest Of The – Producer – Ought To Be Attended To – Only So Far As It May Be Necessary For – Promoting That Of The – Consumer” (Wealth Of Nations)

~ SC ~ Stakeholder Capitalism

~ SC-CW-W-TE-P-AWA-P ~ Stakeholder Capitalism – Concerned With – Wages – The Environment – Poverty – As Well As – Profit

~ SC ~ Shareholder Capitalism

~ SC-TOIAILM-WMAWTLDC-IAM-EBETUAAMMSINGOHW ~ Shareholder Capitalism – The Outcome Is An Insecure Labor Market – With Mean And Women Treated Like Disposable Commodities – It Also Means – Efforts By Employees To Upskill And Acquire More Marketable Skills Is No Guarantee Of Higher Wages

~ TSMIAO-AS-HIT-TBOCBEFATG-HGWTD-TBSPFCBBP ~ The Single Most Important Aspect Of – Adam Smith – He Intended That – The Beneficiaries Of Capitalism Be Every Family Across The Globe – His Goal Was To Divine – The Best Scheme Possible For Creating Broadly Based Prosperity

~ SC-TRGOMIMEC-BOMATCI-MC-W-E-NMPNMSR-M-NS-HBTBW-EALBTCARHAOEIHT ~ Shareholder Capitalism – The Real Goal Of Management Is Maximizing Executive Compensation – Because Of Management’s Ability To Control Information – Managerial Capitalism – Where – Enterprises – Neither Maximize Profits Nor Maximize Shareholder Returns – Management – Not Shareholders – Has Been The Big Winner – Executives Are Little Better Than Consumers At Resisting Herding And Other Economically Irrational Human Tendencies

~ MC ~ Managerial Capitalism

~ ‘TM’-B-‘NE’ ~ “Too Much” – Became – “Never Enough”

~ MFI-EP-SC-AVOC-EMTPECWDTPO-S-A-T-F-I ~ Market Failure In – Executive Pay – Shareholder Capitalism – A Version Of Capitalism – Enabling Management To Prioritize Executive Compensation While Deemphasizing The Prosperity Of – Shareholders – And – The – Firm – Itself

~ S-T ~ Short-Termism

~ S-THSTI ~ Short-Termism Has Spread To Investors

~ S-THHHCI ~ Short-Termism Has Hobbled Human Capital Investment

~ EFC-I-TAO-S ~ Evolved Family Capitalism – Is – The Antithesis Of – Socialism

~ C-IT-WOI-R-E-A-EG ~ Competition – Is The – Wellspring Of Invention – Rising – Efficiency – And – Economic Growth

~ ST-F-UI-O-W ~ Shifting Taxes – From – Unearned Income – Onto – Wages

~ DOC-A-E-F-AEB-I-J-WD ~ Deregulation Of Commerce – And – Especially – Finance – Always Ends Badly – Instability – Joblessness – Wealth Destruction

~ ‘STB’ ~ “Starve The Beast”

~ TM:TTAEG ~ The Myth: That Taxes Affect Economic Growth

~ TM:TPIEREE ~ The Myth: That Promoting Income Equality Reduces Economic Efficiency

~ TM:TEAUCSWS ~ The Myth: That Education And Upskilling Can Solve Wage Stagnation

~ FC:TDOTMAA-OGAYTTHPONSAF ~ Family Capitalism: The Dictates Of The Marketplace And Age-Old Greed Are Yoked To The Higher Priority Of Nurturing Society And Families

~ THAS-ST-S-DAAD-D-MN-AWYOWTD ~ Tax Havens Are State-Sponsored Thieves – Serving – Drugs And Arms Dealers – Despots – MultiNationals – Along With Your Ordinary Wealthy Tax Dodgers

~ GCBABOAB ~ Globalization Can Be A Boon Or A Bane

~ VHD-EAU-AW-I-U-A-R-SN-TAB-CDITCDP ~ Voters Have Demanded – Education And Upskilling – Along With – Income – Unemployment – And – Retirement – Safety Nets – To Avoid Becoming – Collateral Damage In The Creative Destruction Process

~ SAUFTJ ~ Support And Upskilling For The Jobless

~ HMWIPG ~ Higher Minimum Wages Incentivize Productivity Growth

~ MWAAEAM ~ Minimum Wages Are An Effective Antipoverty Mechanism

~ DMWCJ?-NEOAUEE-HARMWCWJCAFU ~ Do Minimum Wages Cost Jobs? – No Evidence Of An Unemployment Effect Exists – High And Rising Minimum Wages Coexist With Job Creation And Falling Unemployment

~ AEFSSG ~ An Enlarged Financial Sector Slows Growth

~ EPEPG ~ Employee Protections Enhance Productivity Growth

~ T-FCC-HDT-STRFES-ANO-TPTS ~ The – Family Capitalism Countries – Have Demonstrated That – Steps To Reassert Family Economic Sovereignty – Are Not On – The Path To Serfdom

~ CIG-CBR-B-BCOIIPO ~ Confidence In Government – Can Be Rebuilt – By – Banning Conflicts Of Interest Involving Public Officials

~ M/SC-EECATS-T-O-RTS-I-R&D-O-FPAS ~ Managerial / Shareholder Capitalism – Exalts Executive Compensation And The Short-Term – Over – Returns To Shareholders – Investment – R&D – Or – Firm Property And Survivability

~ RRW ~ Raise Real Wages

~ IEMWEAAP ~ Improve Economic Mobility With Education And Apprenticeship Programs

~ TR-I-CTH ~ Tax Reform – Including – Closing Tax Havens

~ TFPC-B-ATBB ~ Time For Political Courage – Bootstrap – At The Ballot Box