Sendhil Mullainathan
Sendhil Mullainathan
Sendhil Mullainathan)is a Professor of Economics at Harvard University, and the author of Scarcity: Why Having Too Little Means So Much. He was hired with tenure by Harvard in 2004 after having spent six years at MIT. He is a recipient of a MacArthur Foundation "genius grant" and conducts research on development economics, behavioral economics, and corporate finance. He is co-founder of Ideas42, a non-profit organization that uses behavioral science to help solve social problems, and J-PAL, the MIT Poverty...
NationalityAmerican
ProfessionEconomist
CountryUnited States of America
Eat better or work out more, and youll see the benefits weeks, months or years down the road. Sleep more, and youll see the benefits tomorrow.
Faced with a time shortage, we squeeze tasks into the nooks and crannies of our calendar, leaving less and less time to switch between them. As a result, we become less and less productive exactly when we need to be most productive.
January is always a good month for behavioral economics: Few things illustrate self-control as vividly as New Years resolutions. February is even better, though, because it lets us study why so many of those resolutions are broken.
Policymakers think that if they get the abstractions right, that will drive behavior in the desired direction. But the world happens in real time.
The ability to save automatically is among the most powerful tools available to us.
The scarcity trap captures this notion we see again and again in many domains. When people have very little, they undertake behaviors that maintain or reinforce their future disadvantage. If you have very little, you often behave in such a way so that youll have little in the future.
We should try to ensure that everyone has a fair opportunity to find a great life. It's a quest that will require political will and ingenious policies. President Obama's proposed expansion of the earned-income tax credit goes in this direction, but we need more.
Time can be dissected easily: an hour can be cut up in many ways. Fifteen minutes on this memo, a five-minute walk to another meeting, 30 minutes at that meeting and then 10 minutes debriefing. Oh, and maybe a quick phone call on the walk to that meeting. The busy are expert at dissection: that's how they make it all fit.
Maybe poverty is a special case of something else. That something else is 'scarcity,' and anyone who has the experience of 'having very little' experiences the same psychology.
I worry about growing income inequality. But I worry even more that the discussion is too narrowly focused. I worry that our outrage at the top 1 percent is distracting us from the problem that we should really care about: how to create opportunities and ensure a reasonable standard of living for the bottom 20 percent.
Task switching is hard because we do not control what is on our mind. Despite our efforts, the original task continues to occupy our mental bandwidth. Although we can control where our time goes, we cannot fully control how our bandwidth is allocated.
Organizations talk about spending their lives firefighting - dealing with the next problem without having the bandwidth to deal with what is down the pipeline. I think most of the poor have that problem.