Humorous Economics

A. The night before slaughtering a chicken, a farmer casually said to his chickens, "Eat up, this is your last meal!" The next day, he found the chicken lying down with a suicide note: "I've eaten rat poison, don't even think about eating me, I'm not someone to mess with."
When your opponent knows your decision, they can make the most advantageous decision for themselves. —Nash Equilibrium Theory.
Therefore, secrecy and information security are very important.
B. The fish said: "I keep my eyes open at all times so that you can always be in my sight!" The water said: "I flow ceaselessly so that I can always embrace you!!" The pot said: "It's almost cooked, stop talking nonsense!!"
The constraints have changed; the original benefits have suddenly become costs. If life is placed on a pot, the cost is naturally very high.
C. Why do men get bored easily?
The famous Gossen's Law in economics can explain this—the satisfaction from repeated enjoyment diminishes; the satisfaction from repeated enjoyment is greatest the first and second times.
D. Between men and women, who is more easily hurt in relationships?
The so-called "injury" likely refers to investing too much and reaping too little, resulting in a loss. The primary reason for a company's loss is a lack of competitiveness. If an absolute advantage is insufficient, it should explore its strengths. For example, Chinese companies selling textiles to Europe and America are naturally successful, but if they tried to sell cars there, they would certainly suffer losses. If a person could disregard losses, they wouldn't suffer. Of course, achieving this level is extremely difficult; only some of our state-owned enterprises can do it.

E. Why can't there be polygamy or polyandry?
Polygamy or polyandry would disrupt market equilibrium. Some handsome and wealthy bachelors might form market monopolies, leading to constant criticism, like in the telecommunications and railway industries. At best, it could cause endocrine disorders; at worst, it could disrupt social harmony. Monogamy has already achieved Pareto optimality.
F. On an airplane, a crow said to the flight attendant: "Give me a glass of water!" A pig, hearing this, echoed: "Give me a glass of water too!" The flight attendant threw a pig and a crow out of the cabin. The crow laughed at the pig and said, "Foolish, aren't you? I can fly!"
External factors are a constraint, and so is one's own ability, which is often more important. Therefore, what others can succeed at may not be what you can succeed at.
G. A chimpanzee accidentally stepped in a gibbon's poop. The gibbon gently and carefully cleaned it up, and they fell in love. When others asked how they got together, the chimpanzee said with emotion, "It's fate! It's all fate!"
Your current choice is determined by your previous choice. If you want to change your path, the cost will be so high that you won't want to change.

Regarding personal qualities~~~
Lansdowne's principle:
When you are climbing up, you must keep the ladder clean, otherwise you may slip when you come down.
Proposed by: American management scholar Lansdowne.
Commentary: Knowing when to advance and retreat prevents you from being caught in a dilemma; forgetting both honor and disgrace allows you to remain calm in the face of both.
Lewis's theorem:
Humility is not thinking badly of yourself, but rather not thinking of yourself at all.
Proposer: American psychologist H. Lewis.
Commentary: If you think too highly of yourself, you're likely to think too poorly of others.

Tolstoy's Theorem :
To test whether a person's intelligence is superior, simply look at whether their mind can simultaneously hold two opposing thoughts without hindering their conduct.
Proposer: French social psychologist H.M. Tolstoy.
Commentary: Thoughts can be contradictory, but results must be complementary.
II.
The Hedgehog Theory of Domination
: Hedgehogs huddle together for warmth in cold weather, but maintain a certain distance to avoid pricking each other.
Commentary: An important way to maintain intimacy is to maintain an appropriate distance.
Minnow Effect:
Minnows, due to their small size, often live in groups, with the strongest becoming the natural leader. If the part of the brain controlling behavior in a slightly stronger minnow is removed, this fish loses self-control and its behavior becomes disordered, but the other minnows still blindly follow as before.
Proposer: German zoologist Horst.
Commentary: 1. The tragedy of subordinates is always caused by the leader. 2. The most disheartening thing for subordinates is working under the worst leader.
Reibof's Law:
When building cooperation and trust, remember these key phrases in our language:
1. The eight most important words: I admit I made a mistake.
2. The seven most important words: You did a good job.
3. The six most important words: What's your opinion?
4. The five most important words: Let's do it together.
5. The three most important words: Thank you.
6. The two most important words: We.
Proposed by: American management scholar Reibof.
Commentary: 1. The four most important words: Why not give it a try? 2. The one most important word: You
. Loeber's Theorem :
For a manager, what matters most is not what happens when you are present, but what happens when you are not present.
Proposed by: American management scholar R. Loeber.
Commentary: If you only want subordinates to listen to you, then when you are not around, they will not know who to listen to.

III. Communication
Steiner's Theorem:
The less you speak, the more you hear.
Proposed by: American psychologist S.T. Steiner.
Commentary: Only by listening well to others can you better express yourself.
Fesno's Theorem:
Humans have two ears but only one mouth, meaning people should listen more and speak less.
Proposed by: L. Fesno, President and General Manager of United Airlines.
Commentary: Too much talking becomes an obstacle to doing.
The Grievance Effect:
Companies or bosses with employees who complain about their work are far more successful than those without such employees or those whose complaints are suppressed.
Proposed by: Institute for Social Research, University of Michigan.
Commentary: 1. Grievance is a catalyst for changing unreasonable situations. 2. While grumbling isn't always correct, taking it seriously is always the right thing to do.
The Lightning Rod Effect:
A metal rod installed at the top of a tall building, connected by a metal wire to a metal plate buried underground, discharges electricity from the tip of the rod, gradually neutralizing the charge in the clouds and on the ground, thus protecting the building from lightning strikes.
Commentary: Good drainage leads to smooth
flow; proper guidance ensures safety. The Coordination
Effect of Amino Acid Combinations
: Of the eight amino acids in a protein, if even one is deficient, the other seven cannot synthesize the protein.
Commentary: When one element is indispensable, the "one" is everything.
The MiG-25 Effect
: Many components of the Soviet-developed MiG-25 jet fighter were inferior to those of the American counterparts, but because the designers considered overall performance, it became world-class in terms of takeoff and landing, speed, and emergency response.
Commentary: The best whole is the best combination of its components.
The Break-in Effect:
Newly assembled machines, through a period of use, smooth out the machining marks on the friction surfaces, becoming more tightly fitted.
Commentary: To achieve a perfect fit, both sides must make necessary sacrifices.
V.
Porter's Theorem:
When faced with much criticism, subordinates often only remember the first few points and ignore the rest, because they are busy thinking of arguments to refute the initial criticisms.
Proposed by: British behavioral scientist L.W. Porter.
Commentary: Constantly focusing on subordinates' mistakes is a leader's biggest mistake.
Lansdowne's Law:
Working with a friend is far more enjoyable than working under a "father figure."
Proposed by: American management scholar Lansdowne.
Commentary: Respect without affection is ultimately difficult to maintain; power without authority often leads to loss of power.
Gilbert's Law:
The most definitive sign of a work crisis is that no one tells you what to do.
Proposed by: British human resources training expert B. Gilbert.
Commentary: The truly dangerous thing is that no one talks to you about the danger.
The Authority Suggestion Effect:
A chemist claimed he would test the speed of the spread of a foul odor. After opening the bottle for 15 seconds, students in the front row raised their hands, saying they smelled the odor, and those in the back rows followed suit, all claiming they smelled it too, even though the bottle was empty.
Commentary: Superstition leads to gullibility, and blind faith leads to blind obedience.
Untrodden Paths. 2. No Distinctive Features, No Advantages.
Guthrie's Theorem:
Every exit is another entrance.
Proposed by: American management scholar W. Guthrie.
Commentary: The previous goal is the foundation of the next goal, and the next goal is a continuation of the previous goal.
XIV.
Levin's Theorem:
Those who hesitate and cannot make plans are usually unsure of their own abilities.
Proposed by: French management scholar P. Levin.
Commentary: If you don't have the ability to plan, you only have time to regret.
Frost's Law:
Before building a wall, you should know what to keep out and what to keep in.
Proposed by: American thinker W.P. Frost.
Commentary: Clearly defining boundaries from the beginning prevents actions that exceed those boundaries.
Fifteen, The Advisor
Polk Theorem:
Only through debate can the best ideas and decisions emerge.
Proposed by: James Polk, General Manager of Johnson & Johnson.
Commentary: No friction, no progress; debate leads to insightful discussions.
Wedge Theorem :
Even if you have your own opinion, if ten friends disagree, it's hard not to waver. Proposed by:
Ivo Wedge, economist at UCLA.
Commentary: 1. Don't have preconceived notions before listening; don't be without your own opinion after listening. 2. Don't be afraid of differing opinions at the beginning; be afraid of ending up with no consensus.

Sixteen, The Decision-Making
Falkland Law:
When there's no need to make a decision, it's necessary not to make one.
Proposed by: French management scholar D.L. Falkland.
Commentary: When you don't know how to act, the best action is to take no action.
Wang An's Theory
: Hesitation may avoid some mistakes, but it also loses opportunities for success.
Proposed by: Dr. Wang An, Chinese-American entrepreneur.
Commentary: Indecisiveness can turn good things into bad, while decisiveness can turn a crisis into an opportunity.
Seventeen, Execution of
the Grace Theorem:
Outstanding strategies must be coupled with outstanding execution to be effective.
Proposed by: American entrepreneur H. Grace.
Commentary: Doing good things thoroughly is better, and doing practical things well is even more practical.
Gidlin's Law:
Clearly writing down a difficult problem is half the solution.
Proposed by: Charles Gidlin, management consultant at General Motors.
Commentary: Disorganized thinking cannot produce organized action . Eighteen, Information and
Control : The Watson Theorem: Put information and intelligence first, and money will flow in. Proposed by: American entrepreneur S.M. Watson. Commentary: How much you get often depends on how much you know. The Tamara Effect : Tamara is a type of radar invented by Czech radar expert F. Pech. Its biggest difference from other radars is that it does not emit signals but only receives them, thus it cannot be detected by enemy anti-radar devices. Commentary: Those who are good at hiding cannot be known by others; those who can know cannot be hidden by others. Nineteen, Supervision : Koike Theorem - The more one is immersed in something, the more one clings to what is in front of them. Proposed by: Japanese management scholar Koike Kei . Commentary: Self-intoxication makes it difficult to wake up; self-righteousness dislikes criticism. Heller's Law - People will work harder when they know their work performance is being checked. Proposed by: British management scholar H. Heller . Commentary: Supervision only becomes a driving force when there is mutual trust. Twenty, Control: Yokoyama's Law - The most effective and continuous control is not coercion, but triggering an individual's intrinsic self-control. Proposed by: Japanese sociologist Yokoyama Yasuo. Commentary: Self-awareness leads to initiative; without self-determination, there is no initiative. The Butterfly Effect: Researchers in "disorder studies" claim that the slight airflow caused by a butterfly flapping its wings in the Southern Hemisphere can, weeks later, become a tornado sweeping across the Northern Hemisphere. They call this phenomenon, where a tiny cause develops into an extremely large and complex consequence over time, with the participation of other factors, the "butterfly effect." Commentary: Those who end well are careful at the beginning; those who are cautious in small matters are careful in small things.

Ash's Law:
Acknowledging the problem is the first step to solving it.
Proposed by: American entrepreneur M.K. Ash.
Commentary: The more you avoid a problem, the more it will haunt you.
Twenty-one, Law and
Discipline: Locke's advice : Rules
should be few, but once established, they must be strictly followed.
Proposed by: British educator John Locke.
Commentary: Simplicity makes them easy to follow, strictness ensures their implementation.
Hot Stove Law:
When a person touches a hot stove, they will be "burned." It has three characteristics: immediacy, warning effect, and equality.
Commentary: Crime and punishment should be commensurate; law and governance should be aligned.
Twenty-two, Reform:
Komeier's Law:
Nothing in the world is perfect, so everything has room for reform.
Proposed by: American social psychologist M.R. Komeier.
Commentary: Breaking with convention is the key to stimulating creativity.
Davydov's Law:
Those without an innovative spirit will forever remain executors.
Proposed by: Soviet psychologist Davidov.
Commentary: Only those who dare to be pioneers are truly qualified to be pioneers.
The "Cannibalism Effect":
Competition in Silicon Valley is so fierce that companies actively seek out their own fatal weaknesses. The common survival strategy is to create a better product to defeat their existing ones. This behavior is jokingly referred to as "cannibalism."
Commentary: 1. If you don't push yourself, others will eventually. 2. Only by daring to put the past behind you can you have the confidence to open a new chapter.
Twenty-three, Innovation:
Sch?n's Theorem:
New ideas only flourish when they fall into the hands of those who truly believe in and are passionate about them.
Proposed by: Professor Sch?n of MIT.
Commentary: Only with unwavering faith can one persevere.
Ginning's Theorem :
The real mistake is the fear of making mistakes.
Proposed by: American management scholar H. Ginning.
Commentary: Those who are not afraid of mistakes are often the furthest removed from them.
Carbe's Theorem :
Giving up is the key to innovation.
Proposed by: Former General Manager of AT&T, Carbe.
Commentary: Before learning to give up, you will hardly understand what striving is.
Twenty-four, Evaluation:
Kipling's Advice:
Treat success and failure equally.
Proposer: Rudyard Kipling, British author and Nobel laureate in Literature.
Commentary: If you don't understand what failure is, then your understanding of success will also be one-sided.
Schwartz argues that
all "unfortunate events" only truly become unfortunate events when we perceive them as such.
Proposer: D. Kwartz, American management psychologist.
Commentary: If you can see the good in the bad, things will eventually get better.
e. Performance
Twenty-Five, Competition
Tinker's Law:
If you are in second place, you will always strive to be first.
Proposer: Harold Tinker, British management scholar.
Commentary: To climb higher, you must look higher.
Runyon's Law:
In a race, the fastest doesn't necessarily win; in a fight, the weak doesn't necessarily lose.
Proposer: R.H. Runyon, Austrian economist .
Commentary: Without preparation, the strong cannot withstand the weak; with surprise, the weak can overcome the strong.
Smith's Principle:
If you can't beat them, join them.
Proposer: R. Smith, former chairman of General Motors.
Commentary: Competition makes people progress the fastest; cooperation makes people gain the most.
26.
Albad's Marketing Theorem: A company's success depends entirely on its understanding of customer needs.
Proposed by: Polgar Veresz Albad, Consultant, Total Quality Management International Ltd., Hungary.
Commentary: Seeing others' needs is half the battle won; satisfying their needs is the whole battle won.
Ice Cream Philosophy:
Selling ice cream must begin in winter because fewer customers force you to reduce costs and improve service. If you can survive the adversity of winter, you'll never fear the competition of summer.
Proposed by: Wang Yung-ching, renowned Taiwanese entrepreneur.
Commentary: Adversity is good, but prosperity is even better.
27.
Britt's Advertising Theorem:
Not advertising a product is like a girl secretly sending flirtatious glances to a boy; only she knows her feelings.
Proposed by: S. Britt, British advertising expert.
Commentary: To promote widely, first advertise widely.
Britt's Theorem:
Only by capturing minds can you capture the market.
Proposed by: Leo Burnett, American advertising expert.
Commentary: Popularity breeds interest, and winning hearts captivates.
Latour's Law:
A good product name may not help sell a bad product, but a bad product name will cause a good product to stagnate.
Proposed by: Susan Latour, head of the German branch of the French company Nomen.
Commentary: The art of naming is also the art of achieving success.
Hess's Law:
For advertisements longer than 12 words, readers' memory decreases by 50%. Proposed
by: Australian advertising executive H. Hess.
Commentary: Forgetting is equivalent to abandoning. Mary's Law: If it's not broken, don't try to fix it, lest you make things worse. Proposed by: Mary Kay Ash, a famous American entrepreneur. Commentary: Trying to be clever often backfires because there's no cleverness to be found in the first place. Frisch's Theorem : Without satisfied employees, there are no satisfied customers. Proposed by: Frisch, a business consultant in Munich, Germany. Commentary: Coordinating internal and external relationships begins with coordinating internal relationships. The Reverse Feeding Effect: Zoologists call the behavior of some animals giving food they find to their parents after they grow up "reverse feeding." Commentary: Those who benefit others are often those who benefit the most.

Strivez Theorem:
If you help others for your own benefit, it doesn't count as helping them.
Proposed by: American social psychologist G. Strivez.
Commentary: Impure motives lead to distorted behavior.
Twenty-ninth,
Odis's Law of Negotiation
: In every negotiation, you should be prepared to make concessions to the other party.
Proposed by: American negotiation expert J.S. Odis.
Commentary: Contending only results in insufficient strength; yielding only results in sufficient resources.
Home Effect:
A person's speech and behavior are most confident and composed at home or in their most familiar environment.
Commentary: Without a solid foundation, confidence is always weak.
Nirenberg's Principle:
In a successful negotiation, every party should be a winner.
Proposed by: American renowned negotiation expert Nirenberg.
Commentary: Always wanting to gain the upper hand inevitably leads to irreconcilable conflict.
Billing's Law:
Half of life's troubles are caused by saying "yes" too quickly and "no" too slowly.
Proposed by: American humorist Billing.
Commentary: 1. Without veto power, the right to speak is easily taken away. 2. Don't compromise on things you shouldn't compromise on; others are more likely to compromise for you.
30.
The Klinard Law of Interpersonal Relationships
: How well we get along with people largely depends on how we interact with them.
Proposed by: H.H. Klinard, American interpersonal relations expert.
Commentary: A skillful approach to interpersonal relationships fosters good relationships; indifference leads to unreliable connections.
Taboo Effect :
Due to customs, habits, or personal reasons, certain words or actions become taboos over time.
Commentary: Knowing what others dislike is more important than knowing what they like.
Friedman's Law:
When one person's needs can satisfy another's needs, the two tend to like each other.
Proposed by: N.W. Friedman, American psychologist.
Commentary: Mutual satisfaction of needs only occurs when there is mutual complementarity of interests.

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