BOOK SUMMARY 57 Scarcity
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Summary written by: Ronni Hendel-Giller
"Because the focus on scarcity is involuntary, and
because it captures our attention, it impedes our ability to focus on other
things. Scarcity in one walk of life means we have less attention, less mind,
in the rest of life."
- Scarcity, page 41
Having
too little—money or time—can affect us in ways that are more profound than we
might have imagined. In Scarcity, Sendhil Mullainathan, an
economist, and Eldar Shafir, a psychologist, re-interpret existing studies and
share the results of their own research, to show the impact of having less—of
experiencing scarcity—on our minds and therefore on our lives. Perhaps their
most powerful finding is that scarcity has a direct and powerful impact on
intelligence and executive control. Where we tend to assume (consciously or
unconsciously) that poverty is a result of personality, talent and
intelligence—they demonstrate that intelligence, motivation and patience, among
other attributes, are in fact deeply influenced by whether we are experiencing
scarcity or abundance. The authors also demonstrate that a type of scarcity
common to many of us who live in relative financial abundance—a perceived
scarcity of time—has many of the same psychological impacts—which allows us
greater empathy with those who are suffering from economic scarcity along with
useful insights into how we can better live our lives.
The Golden Egg
It’s All About Bandwidth
"It
is easy to confuse a mind loaded by scarcity for one that is inherently less
capable. We are emphatically not saying that poor people have less bandwidth.
Quite the opposite. We are saying that all people, if they were poor, would
have less effective bandwidth. "-
Scarcity, page 65
Our
bandwidth is limited—and when too much of it is spent managing scarcity, our
capacity is limited. When we are dealing with scarcity—of time or of money—we
are distracted and our attentional resources are depleted. We “tunnel” on what
is most immediately critical and have little ability to engage in what is not.
This leads to things like over borrowing, failing to invest, and just generally
not having as much intellectual capacity. This is what the authors call the
bandwidth tax—and, in study after study, a significant drop in a variety of
intelligence measures occurs when we are experiencing scarcity. One of the most
fascinating and powerful studies is of Indian sugar cane farmers. Since they
are paid at time of harvest, they experience both abundance and scarcity within
any given year—because, invariably, money runs out towards the end of the year.
Intelligence tests and tests of executive control demonstrate that the very
same people test higher when living in abundance than when living in scarcity.
In
case you think this is only a problem of the third world, similar studies were
done in the first world—putting people in situations that created scarcity and
abundance—and the same results emerged.
By
understanding that scarcity itself creates the bandwidth tax, new possibilities
for addressing scarcity emerge. Perhaps most importantly, we can see people
differently and recognize that the behaviors of people (and organizations)
living with scarcity are a result of reduced bandwidth—rather than being a
result of what people are capable of.
Gem #1
The Value of Slack
"To
be free from a scarcity trip, it is not enough to have more resources than
desires on average. It is as important to have enough slack (or some other
mechanism) for handling the big shocks that may come one’s way at any
moment."- Scarcity, page 137
The
authors provide several examples of studies of people who were dealing with
financial or time scarcity and ended up in a situation of borrowing—and
therefore debt. They were able to get out of the hole (in some studies, by
having their debts paid off) and, within a short period of time—were right back
where they started. In trying to understand this phenomenon, the authors, once
again, don’t blame it on the individual’s nature—but on a structure that
supports those of who live in abundance. In abundance, there is slack. In
situations of scarcity, there is none. Without slack, scarcity will return
because there is no back-up plan, no ability to absorb unexpected shocks.
The
takeaway here is that there are a variety of ways to structure situations to
ensure more slack. This includes the rethinking of social programs, the way
that loans are managed and a myriad of other small ideas that could have big
impacts.
And,
for those of us not dealing with financial scarcity, and perhaps time scarcity,
there are also ways to create more slack. A great organizational example that
the authors gave was a hospital that never had enough beds for emergencies. By
simply leaving one room unscheduled at all times—creating slack—they fixed the
problem. Why did they need an external consultant to show them this simple—and
even obvious—solution? Because they were “tunneling” on handling patients and
unable to step out of the tunnel to see a bigger picture. Their organization’s
cognitive capacity was diminished and the value of an outside perspective was
even greater.
Gem #2
One-time Fixes
"Especially
when you tunnel, it is much easier to do the right thing once than to have to
repeat it… Whenever possible, convert vigilant behaviors into one-time actions.
Rather than having to be vigilant every time you grab a snack from the pantry,
just be vigilant [in buying healthy foods] at the grocery store."- Scarcity, page 212
While
this is not a book with easy remedies, here’s a wonderfully simple
principle—with implications for individuals, organizations and societies. Make
it harder to make bad choices and easier to make good ones by creating
structures that embed the good and reduce the bad. For example, having an
automatic savings plan means that you can “neglect” savings—it’s being done for
you, in the background. Setting up automatic bill payments means that no matter
how busy you get, you don’t forget to pay your bills. Spending time with your
kids is easier when you sign up for an activity together and it’s on your
calendar—than needing to plan it every week.
And,
alternately, make it harder to make bad one-time decisions. For example, a
cooling off period for loans is a potential policy strategy to reduce the ease
of making a bad decision.
Anyone
who I’ve talked to in the last few weeks knew I was reading Scarcity.
There are so many thought-provoking ideas and fascinating studies that I find
myself unable to be in a conversation without at some point referring to the
book. The fact that income inequality and poverty are very significant issues
in our world is enough reason to read Scarcity—and the additional
insights it offers for people and organizations are icing on the cake. And,
it’s a great read.
What
resonates for you about the concept of Scarcity? What new insights does it
offer? How might the concept of Scarcity shift your perspective?
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