strategies for farsightedness and sustainability in developing countries /
William Ascher.
Chicago :
University of Chicago Press,
2009.
1 online resource (xiv, 328 pages)
Includes bibliographical references (pages 273-297) and index.
The challenge of farsightedness -- The root causes of shortsightedness and their manifestations in developing countries -- Gaining traction to overcome obstacles to farsightedness -- Creating and rescheduling tangible benefits and costs -- Creating and rescheduling social and psychological rewards -- Realigning performance evaluation -- Self-restraint instruments -- Analytic exercises -- Deepening problem definitions -- Design dimensions of communicating farsighted appeals -- The triple appeal principle -- Managing heuristics -- Empowering and insulating the farsighted leader -- Structuring decision-making processes.
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Humans are plagued by shortsighted thinking, preferring to put off work on complex, deep-seated, or difficult problems in favor of quick-fix solutions to immediate needs. When short-term thinking is applied to economic development, especially in fragile nations, the results--corruption, waste, and faulty planning--are often disastrous. In Bringing in the Future, William Ascher draws on the latest research from psychology, economics, institutional design, and legal theory to suggest strategies to overcome powerful obstacles to long-term planning in developing countries. Drawing on cases from Afri.
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