Schwartz!

Schwartz!

Go on, now, Schwartz.

Lisa Schwartz and Steven Woloshin.

Barry Schwartz Using our practical wisdom

Barry Schwartz Thank you very much.

Sergeant Schwartz will ride with you.

Barry Schwartz on our loss of wisdom

No, I think his name was Schwartz.

Dr. David Schwartz UNICEF clinic for war traumatized children

Lou Schwartz called me back and gave me a lot of figures.

Guest at 12 noon Mr. Eric Schwartz, Deputy Special Envoy for Tsunami Recovery

Sam Schwartz On a cold December morning in 1973 I got a call.

Up in my apartment I called Lou Schwartz... one of the salesmen that shared my office.

Sam Schwartz I had to handle the traffic, that was my assignment, figure out where did the traffic go.

Sam Schwartz (01 50) Tenía que ordenar el tráfico. Ésa era mi misión decidir a dónde dirigir el tráfico.

This is an approach that has been developed by a couple researchers at Dartmouth Medical School, Lisa Schwartz and Steven Woloshin.

It's government regulation that at 6 a.m. that content was not suitable so they had to switch to children's programming, said Dave Schwartz, Bellator senior vice president of marketing and communication, when asked about the transmission.

In an intimate talk, Barry Schwartz dives into the question How do we do the right thing? With help from collaborator Kenneth Sharpe, he shares stories that illustrate the difference between following the rules and truly choosing wisely.

Barry Schwartz makes a passionate call for practical wisdom as an antidote to a society gone mad with bureaucracy. He argues powerfully that rules often fail us, incentives often backfire, and practical, everyday wisdom will help rebuild our world.

While the power to make one s own choices is appealing in theory, the sheer number of options can be exhausting and disorienting not least because of the pressure to make the right choice. As Barry Schwartz has pointed out, choices are an opportunity for regret.

In short, the paradox of choice (as elegantly described in an eponymous book by Barry Schwartz) is that too many choices confuse us and raise the possibility of regret how can we be sure that we are getting just what we want, and that something else would not be better?

In economics, Friedman revived and developed the monetarist theory that the quantity of money in circulation is the main determinant of how economies perform. In his masterpiece A Monetary History of the United States, 1867 1960 (written with Anna Schwartz), he famously attributed recessions, including the Great Depression of the 1930 s, to a decline in the money supply.

In economics, Friedman revived and developed the monetarist theory that the quantity of money in circulation is the main determinant of how economies perform. In his masterpiece A Monetary History of the United States, 1867 1960 (written with Anna Schwartz), he famously attributed recessions, including the Great Depression of the 1930 s, to a decline in the money supply.

That is a message that the European Central Bank s board members could usefully take to heart, given their announcement on August 2 that they were ready to respond to events as they unfolded but were taking no action for now. Reading Friedman and Schwartz will remind them that it is better to head off a crisis than it is to rely on one s ability to end it.

In A Monetary History of the United States, published in 1963, Friedman and Anna Jacobson Schwartz famously argued that the Great Depression was due solely and completely to the failure of the US Federal Reserve to expand the country s monetary base and thereby keep the economy on a path of stable growth. Had there been no decline in the money stock, their argument goes, there would have been no Great Depression.

Friedman and Schwartz are generally seen as reproving the Fed for failing to react swiftly to successive waves of bank failures, first in late 1930 and then again in 1931 and 1933. But a close reading reveals that the authors reserve their most scathing criticism for the Fed s failure to initiate a concerted program of security purchases in the first half of 1930 in order to prevent those bank failures.