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Economists take it as a given that people make choices in order to maximise their personal happiness. This viewpoint immediately raises objections because people are often willing to endure great personal suffering in order to help others. Yet, to an economist, you can view the desire to help others as being a personal preference. The mother who doesn t eat in order to give what little food she has to her infant may be pursuing a goal (helping her child) that maximises the mother s own happiness. The same can be said about people who donate to charities. Such generosity, which most people consider to be selfless , can also be seen as being consistent with assuming that people do things to make themselves happy. If people donate to charities because doing so makes them feel good, their selfless action is motivated by selfish intention. Because economists see human motivation as selfish, economics is often accused of being immoral. That s not entirely fair. Economics is concerned with how people achieve their goals instead of questioning the morality of those goals. For example, some people like honey, but others don t. Economists make no distinction between these two groups regarding the rightness or wrongness of their preferences. Instead, what interests economists is how each group behaves given its preferences. Consequently, economics is amoral rather than immoral. Economists, however, are also people, and they re very concerned with things like social justice, global warming and poverty. They just tend to model the desire to pursue morality and equity as an individual goal that maximises individual happiness rather than as a group goal to be pursued to achieve some sort of collective good.

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This can serve to both disentangle competing theoretical approaches as well as to provide a sophisticated triangulation of theoretical mechanisms Speci cally, how do judges carry out therapeutic jurisprudence in their day-to-day interactions with defendants and victims, and how does this differ from a judge in a specialized court who does not subscribe to therapeutic jurisprudence Are there differences in outcomes across different judicial approaches What does a lawyer utilizing therapeutic jurisprudence actually do or say in his or her interactions with clients Are there measurable differences between a lawyer using a therapeutic jurisprudent approach and one not using it How is a therapeutic jurisprudence approach different from deterrence Social science research can begin to name and measure these factors, with input from those actually doing therapeutic jurisprudence in their day-to-day practice.

Income earned from the sale of real estate options is taxed at the same rate as ordinary earned income. And for tax purposes, the IRS will consider you to be a real estate dealer versus an investor because you are buying options with the intent to resell and not as an investment. Real estate options are covered in Section 1234 of the Internal Revenue Code, which is provided for your convenience:

Here s a sad but true fact to keep in mind: firms can t always make a profit. In a perfectly competitive industry, a firm can t control the price for which its output sells, and sometimes that price is too low for the firm to make a profit, whatever quantity it produces. When that happens, the best the firm can do is minimise its losses and hope for the price to change. If the price drops low enough, the best thing to do may be to shut down production immediately, because that way the firm loses only its fixed costs. (We discuss the difference between fixed and variable costs in the section Analysing a Firm s Cost Structure , earlier in the chapter.) Later in the chapter (in the section, Pulling the Plug: When Producing Nothing Is Your Best Bet ), we discuss this sad situation in more detail. But first, we focus on a happier situation one in which the market price is high enough that a firm wants to produce a positive amount of output. As you re going to see, this may or may not mean that a firm is making a profit, but even if it isn t, the losses aren t great enough to halt production.

Harassment 16. Follow the Rs. Train supervisors to follow the Rs : Refrain from inappropriate behavior, broadly defined as sexual, racial, or ethnic discrimination or harassment, and the like. Respond proactively to inappropriate behavior (for example, a Playboy magazine on someone s desk or overheard racial slurs), even in the absence of a complaint. Report all complaints, even if the employee asks the supervisor not to do anything about it. HR must decide. When employees raise concerns, supervisors should report them to HR immediately. Remedy inappropriate behavior. When supervisors take corrective action, they should focus on inappropriateness, not illegality, because the latter could be interpreted as an admission. Use offensive, inappropriate, unwelcome in describing the behavior. Refrain from retaliation. 17. Provide support. Let supervisors know that HR and the company management will support them. Siegel says, Sometimes we scare our supers to death about discrimination and harassment. If they do nothing and tolerate mediocrity, there are legal and business risks. It s important at the end of training to say: Look, I understand claims happen. We want you to follow the process. If you do that, and a claim is filed, we re going to stand behind you 100%. If you tolerate or ignore unacceptable behavior, there will be a problem.