LEADER 04589nam 2200685 a 450 001 9910778588503321 005 20200520144314.0 010 $a1-282-42609-5 010 $a9786612426094 010 $a0-226-02918-2 024 7 $a10.7208/9780226029184 035 $a(CKB)1000000000799096 035 $a(EBL)471828 035 $a(OCoLC)464690524 035 $a(SSID)ssj0000335379 035 $a(PQKBManifestationID)11257623 035 $a(PQKBTitleCode)TC0000335379 035 $a(PQKBWorkID)10272681 035 $a(PQKB)10865447 035 $a(StDuBDS)EDZ0000115674 035 $a(MiAaPQ)EBC471828 035 $a(DE-B1597)524739 035 $a(OCoLC)1086469142 035 $a(DE-B1597)9780226029184 035 $a(Au-PeEL)EBL471828 035 $a(CaPaEBR)ebr10343432 035 $a(CaONFJC)MIL242609 035 $a(EXLCZ)991000000000799096 100 $a20080421d2009 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aBringing in the future$b[electronic resource] $estrategies for farsightedness and sustainability in developing countries /$fWilliam Ascher 210 $aChicago $cUniversity of Chicago Press$d2009 215 $a1 online resource (343 p.) 300 $aDescription based upon print version of record. 311 $a0-226-02917-4 311 $a0-226-02916-6 320 $aIncludes bibliographical references (p. [273]-297) and index. 327 $tFrontmatter -- $tContents -- $tList of Tables -- $tPreface -- $tAcknowledgments -- $t1. The Challenge of Farsightedness -- $t2. The Root Causes of Shortsightedness and Their Manifestations in Developing Countries -- $t3. Gaining Traction to Overcome Obstacles to Farsightedness -- $t4. Creating and Rescheduling Tangible Benefits and Costs -- $t5. Creating and Rescheduling Social and Psychological Rewards -- $t6. Realigning Performance Evaluation -- $t7. Self-Restraint Instruments -- $t8. Analytic Exercises -- $t9. Deepening Problem Definitions -- $t10. Design Dimensions of Communicating Farsighted Appeals -- $t11. The Triple Appeal Principle -- $t12. Managing Heuristics -- $t13. Empowering and Insulating the Farsighted Leader -- $t14. Structuring Decision-Making Processes -- $t15. Conclusions -- $tNotes -- $tReferences -- $tIndex 330 $aHumans 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 Africa, Asia, and Latin America, Ascher applies strategies such as the creation and scheduling of tangible and intangible rewards, cognitive exercises to increase the understanding of longer-term consequences, self-restraint mechanisms to protect long-term commitments and enhance credibility, and restructuring policy-making processes to permit greater influence of long-term considerations. Featuring theoretically informed research findings and sound policy examples, this volume will assist policy makers, activists, and scholars seeking to understand how the vagaries of human behavior affect international development. 606 $aSustainable development$zDeveloping countries 606 $aNatural resources$zDeveloping countries$xManagement 606 $aEconomic forecasting$zDeveloping countries 607 $aDeveloping countries$xEconomic conditions 610 $asustainability, sustainable, government, governing, economics, economy, thinking, thought process, economic development, institutional design, corruption, waste, faulty planning, psychology, developing countries, africa, african, asia, asian, latin america, american, consequences, considerations, international, natural resources, farsighted actions, shortsightedness, decision making. 615 0$aSustainable development 615 0$aNatural resources$xManagement. 615 0$aEconomic forecasting 676 $a338.9/27091724 700 $aAscher$b William$0896916 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910778588503321 996 $aBringing in the future$93802887 997 $aUNINA