This pertains, too, to our goals. "We attend to the present, what's needed for success now," says Elke Weber, the Columbia University cognitive scientist. "But this is bad for farsighted goals, which are not given the same priority in the mind. Future focus be comes a luxury, waiting for current needs to be taken care of first." In 2003, New York mayor Michael Bloomberg decreed that smoking was banned in bars. His decision got huge opposition bar owners said it would ruin their business; smokers hated it. He
said, You might not like it, but you'll thank me in twenty years.
How long does it take before the public reaction becomes posi tive? Elke Weber looked at Bloomberg's smoking ban, among other such decisions, to answer that question: "We did case studies of how long it took for a change that was initially unpopular to become the new, accepted status quo. Our data shows the range is nine to six months."
That smoking ban? "Even smokers liked it after a while," We ber adds. "They got to enjoy hanging out with other smokers out doors. And everyone likes that bars didn't reek of stale smoke."
Another case study: The provincial government of British Co lumbia imposed a tax on carbon emissions. It was revenue neutral: the fees collected were distributed amog the province's citizens. At first there was tremendous opposition to the new tax. But after a while people liked getting their checks. Fifteen months later the tax was popular.5
"Politicians are in charge of our welfare," says Weber. "They need to know people will thank them later for a hard decision now. It's like raising teenagers-sometimes thankless in the short term, but rewarding in the long."
This pertains, too, to our goals. "We attend to the present, what's needed for success now," says Elke Weber, the Columbia University cognitive scientist. "But this is bad for farsighted goals, which are not given the same priority in the mind. Future focus be comes a luxury, waiting for current needs to be taken care of first." In 2003, New York mayor Michael Bloomberg decreed that smoking was banned in bars. His decision got huge opposition bar owners said it would ruin their business; smokers hated it. He
said, You might not like it, but you'll thank me in twenty years.
How long does it take before the public reaction becomes posi tive? Elke Weber looked at Bloomberg's smoking ban, among other such decisions, to answer that question: "We did case studies of how long it took for a change that was initially unpopular to become the new, accepted status quo. Our data shows the range is nine to six months."
That smoking ban? "Even smokers liked it after a while," We ber adds. "They got to enjoy hanging out with other smokers out doors. And everyone likes that bars didn't reek of stale smoke."
Another case study: The provincial government of British Co lumbia imposed a tax on carbon emissions. It was revenue neutral: the fees collected were distributed amog the province's citizens. At first there was tremendous opposition to the new tax. But after a while people liked getting their checks. Fifteen months later the tax was popular.5
"Politicians are in charge of our welfare," says Weber. "They need to know people will thank them later for a hard decision now. It's like raising teenagers-sometimes thankless in the short term, but rewarding in the long."
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