The “tie-in strategy” has been proposed as a sensible approach to dealing with the kinds of global environmental problems discussed in this chapter. This approach was first enunciated in 1980.11 It advocates taking measures consisting of “highleverage actions” which are designed to prevent problems from occurring and which have substantial merit even if the major problems that they are designed to avoid do not materialize. An example is implementation of environmentally sound substitutes for fossil fuels to lower atmospheric CO2 output and prevent greenhouse warming. Even if it turns out that the greenhouse effect is exaggerated, such substitutes would save the earth from other kinds of environmental damage, such as disruption of land by strip mining coal or preventing oil spills from petroleum transport. Definite economic and political benefits would also accrue from lessened dependence on uncertain, volatile petroleum supplies. Increased energy efficiency would diminish both greenhouse gas and acid rain production, while lowering costs of production and reducing the need for expensive and environmentally disruptive new power plants. The implementation of these kinds of tie-in strategies requires some degree of incentive beyond normal market forces and, therefore, is opposed by some on ideological grounds. A good example is opposition to mandatory fuel mileage standards for automobiles. However, to quote Schneider,12 “a market that does not include the costs of environmental disruptions can hardly be called a free market.”