Introduction
Summary of the Book Freakonomics by Steven D. Levitt and Stephen J. Dubner Before we proceed, let’s look into a brief overview of the book. Imagine stepping into a world where nothing is quite what it seems. Every decision you make—picking a snack, trusting a doctor, worrying about danger—happens inside a landscape shaped by hidden incentives, subtle pressures, secret knowledge, and surprising chain reactions. At first glance, everyday choices might feel simple. But beneath them lie complex webs of motivations and influences we rarely pause to consider. By shining a light on how economic, social, and moral incentives interact, how experts exploit knowledge gaps, how fears distort our judgment, and how distant events quietly shape our present, we gain powerful tools to understand ourselves and others. This journey reveals that human behavior is not random but guided by patterns we can learn to see. Armed with these insights, you can navigate life’s challenges with greater confidence and curiosity.
Chapter 1: How Hidden Motivations and Subtle Pressures Quietly Steer Our Everyday Choices in Unexpected Directions.
In our daily lives, countless forces try to influence what we do, often so quietly that we barely notice them. Think about it: your parents encourage you to study harder, politicians promise certain benefits if you vote for them, teachers offer praise to spur better performance, and friends might tease or admire you depending on how you behave. All of these examples involve incentives—little nudges that push you to choose one action over another. These incentives can be economic, like the promise of a bonus at work, or moral, like the satisfaction of being honest, or social, like winning the respect of your peers. Often, the most powerful incentives cleverly blend these three elements. Once you begin to recognize them, you might be surprised at how many decisions in your life are gently guided, not just by rules or threats, but by the quiet pull of these motivational triggers.
Incentives have a remarkable ability to shape behavior because they tap into what we value and what we fear losing. Consider the realm of crime: what stops most people from stealing, cheating, or breaking the law? Sure, there are police officers, courts, and prisons that represent severe economic costs if you get caught. But equally important is how you feel about yourself if you commit a wrong act—your moral compass pushes you to do what’s right—and how others would judge you if they found out. Losing respect, trust, or your good name can be a powerful deterrent. These layered incentives operate together, creating a web that keeps most of us playing by the rules. The skillful blending of money, conscience, and social approval shapes everyday decisions more than we often realize.
Incentives are not always straightforward. Sometimes, the very attempt to influence behavior can backfire. Imagine a situation where a small penalty designed to curb bad habits actually ends up encouraging them by changing how people perceive right and wrong. A carefully planned bonus might unintentionally cause stress or spark cheating if it’s not aligned with people’s sense of fairness. What appears to be a simple way to steer behavior can become a complicated puzzle. Understanding incentives is not just about economics; it’s about understanding human nature. Deep inside, people respond not only to money but also to pride, shame, affection, trust, envy, fear, and admiration. By recognizing these invisible streams that flow beneath our actions, we gain insight into why people do what they do—even when it makes little sense at first glance.
Learning to spot and understand incentives is like discovering a secret map that explains how societies function. From the biggest political decisions to the smallest classroom interactions, incentives guide outcomes. If you know how incentives work, you can predict how changes—like introducing a fee or offering a prize—might alter behavior. You can also protect yourself from manipulation by noticing when someone is pulling strings behind the scenes. A world hidden behind moral values, economic gains, and social reputations emerges the moment you realize that every suggestion, warning, or compliment may carry an incentive. This knowledge helps you navigate tricky situations more confidently. Instead of feeling confused by other people’s choices, you can calmly ask yourself: what incentives are at play here, and how can I respond in a thoughtful, empowered manner?
Chapter 2: When Well-Meaning Fines and Rewards Backfire and Unexpectedly Create the Opposite Behavior.
Sometimes, introducing a new incentive seems like the perfect solution to fix a stubborn problem. Yet reality can twist that plan into something entirely different. Consider the now-famous example of daycare centers in Haifa, Israel. Teachers struggled with parents who arrived late to pick up their children. To solve this, the daycare introduced a small fine, expecting parents to feel pressured into arriving on time. The idea was simple: if parents faced a penalty, wouldn’t they change their habits? Surprisingly, the exact opposite happened. Instead of fewer late pickups, the number of tardy parents actually doubled. This unexpected turn of events highlights a strange truth: when we attach a monetary price to behavior that was once guided by moral or social understanding, we risk removing that original moral pressure entirely.
Before the fine, parents felt guilty for arriving late because it inconvenienced the teachers. Their internal sense of right and wrong, as well as the desire not to appear careless, kept them punctual. The moral incentive—the sense that being late was simply rude—worked well, even if not perfectly. But once a small fee was introduced, something changed. Now, parents could view lateness as a service they were paying for. That tiny fine, instead of being a meaningful penalty, became an easy way to shrug off the guilt. By treating punctuality as a purchasable item, the daycare unknowingly signaled that late pickups were not truly serious. The moral and social incentive disappeared, replaced by a simple economic transaction. Instead of feeling obligated to be on time, parents justified their tardiness by thinking, I’m allowed to be late if I pay.
This example teaches us a crucial lesson: incentives do not exist in isolation. Changing one part of the puzzle can alter how people see the entire situation. When the daycare eventually removed the fine, hoping to restore the original sense of responsibility, it discovered that old habits did not return. The damage was done. Once parents learned to think of lateness as a paid option, the moral incentive was gone, and it could not be easily restored. This shows the power and fragility of incentives. Introducing an economic measure can overwrite more delicate moral or social understandings. Policymakers, teachers, managers, and parents should carefully consider whether adding money-based incentives might erase deeper, more meaningful motivations that already keep society running smoothly.
The lesson goes beyond daycares. Whenever you are about to introduce a new incentive—be it a fine, a reward, or a bonus—you should ask: what hidden incentives already exist here? Will my new policy conflict with them? Might I accidentally encourage worse behavior by giving people a way to justify their actions? The daycare story shows that incentives are not just tools we use to shape behavior; they are signals that tell people how to interpret the world around them. By understanding that even well-intentioned fines can backfire, we become better at designing fair, effective policies. We learn to appreciate the subtle web of moral, social, and economic pressures that guide human behavior, and how easy it is to disrupt that balance with a single, poorly chosen incentive.
Chapter 3: How Changing Conditions, Shifting Seasons, and Personal Feelings Make the Same Incentives Work Differently.
Not all incentives work the same way for everyone, all the time. Even identical incentives can lead to different results depending on the environment, a person’s mood, or the day’s weather. To understand this, consider Paul Feldman, who ran a unique experiment without intending to. He delivered fresh bagels to various offices, leaving a small box for payment. No one forced customers to pay; it was an honor system. Each individual faced the same moral and social incentive to be honest—there were no cameras, no guards, just a box that trusted their goodwill. Over years, Feldman recorded who paid and who didn’t. He discovered fascinating patterns. Honesty levels rose and fell based not just on steady factors, but also on changing conditions like weather, stress, and even global events.
Feldman found that on warm, pleasant days, more people paid for their bagels. Perhaps good weather lifted people’s spirits, making them kinder and more honest. On dreary, cold days, honesty dipped. During stressful times of the year, like the frantic holiday season, fewer people dropped money into the box. But in more relaxed times, payment rates climbed again. Even unexpected global events influenced behavior. After a major tragedy that brought communities closer and sparked empathy, Feldman noticed a surge in honest payments. It was as if people felt a renewed moral connection, encouraging them to do right by a stranger’s trust. The underlying incentives—economic risk, moral duty, and social reputation—remained unchanged, but people’s responses to them shifted with their moods and circumstances.
This teaches us that human beings are not robots who respond mechanically to incentives. Instead, our reactions can depend on countless external factors: a beautiful spring morning, a friendly office environment, national solidarity after a crisis, or the stress of a looming deadline. Even when incentives stay constant, people interpret them through the lens of how they feel in the moment. Personal experiences, emotional states, and subtle signals from the world around us can strengthen or weaken the force of an incentive. It’s a reminder that while rules and policies are critical, they are not the whole story. You cannot fully predict behavior without considering the human element—our changing moods, cultural shifts, and the unpredictable whims of everyday life.
By understanding the context-dependent nature of incentives, we gain a more realistic view of human decision-making. It’s not enough to set a rule or offer a reward and assume it will work equally well at all times. Wise parents, teachers, employers, and policymakers recognize that timing and atmosphere can matter as much as the incentive itself. If you want to encourage honesty, productivity, or kindness, consider the environment in which people act. A cheerful mood can boost cooperation, while stress or gloom might erode it. Encouragement might flourish under warm conditions of trust but falter when suspicion or anxiety creeps in. Appreciating the fluid nature of our responses helps us create better, fairer incentive systems that align with how people truly live and feel.
Chapter 4: When Knowledgeable Insiders Twist Their Expertise to Serve Their Own Interests at Your Expense.
Experts often hold special knowledge that outsiders lack, and we rely on them to guide us through unfamiliar territory. Whether we’re selling a house, seeking medical advice, or buying a used car, we trust experts to steer us correctly. But what if the expert’s incentives don’t perfectly match ours? Imagine a real estate agent whose paycheck depends on commission. You’d think they’d work hard to get you the highest possible price for your home. Yet the extra money they earn from pushing your price slightly higher might be small compared to the effort and time it demands. For them, it might be easier to convince you to accept the first decent offer, closing the deal quickly. Meanwhile, if they sell their own home, they wait longer and fight harder for a better deal.
This difference in behavior highlights a troubling truth: experts can exploit their informational advantage. They know the market, the numbers, and the tricks of the trade far better than you do. Withholding certain facts, rushing you, or framing details in a way that benefits them are all possible tactics. It doesn’t mean every expert is dishonest, but it does mean you have to be alert. Real estate agents, doctors, car mechanics—anyone who holds knowledge you don’t can guide you toward choices that serve their goals over yours. You might see them as protectors, but they might see you as an opportunity. Being aware of these hidden incentives motivates you to ask more questions, get second opinions, and gather your own information before trusting someone blindly.
None of this suggests that all experts are bad. Many genuinely care about helping you and take pride in giving honest advice. Still, the possibility of manipulation lingers. Recognizing it gives you power. When you know that a financial advisor might push investment products that earn them bigger commissions, you can ask pointed questions and compare different options. When you suspect a mechanic might exaggerate a car’s problems, you can consult another mechanic. By approaching experts with informed skepticism rather than blind faith, you reduce the risk of being steered wrong. It’s like shining a light in a dark room: once you see what might be lurking, you’re better equipped to navigate safely.
The main takeaway is that incentives affect everyone, including those we look up to for guidance. Experts are humans with goals, fears, and ambitions, just like the rest of us. Their special knowledge can benefit you, but it can also be weaponized to trick you. Arming yourself with research, taking your time to decide, and remembering that you have the right to say no can protect you. This balanced perspective doesn’t mean dismissing expertise altogether. We need skilled people to handle the complex parts of modern life. But it does mean stepping forward as an active partner in the decision-making process, making sure the incentives align, and never forgetting that your own best interest should always remain front and center.
Chapter 5: How Clever Insiders Use Fear, Anxiety, and Doubt to Make Us Act Against Our Own Interests.
Fear is a powerful emotion that can short-circuit our ability to think clearly. Experts and insiders sometimes use this to their advantage. Imagine standing in a funeral home, grieving and unsure about how to arrange a proper service for a loved one. Overwhelmed with emotion and clueless about funeral customs, you trust the funeral director. They might suggest a more expensive casket or elaborate ceremony, implying that anything simpler would be disrespectful. Your sadness and uncertainty make you vulnerable. Similarly, a car salesperson might whisper warnings about cheaper models being unsafe for your family. A financial advisor could hint that if you don’t invest now, you might regret it forever. Under the influence of fear, people often pay more, rush decisions, and ignore their own better judgment.
Why does this strategy work so well? Fear disrupts our confidence in our own decision-making. When frightened or anxious, we look to someone who seems knowledgeable and calm, hoping they will guide us out of our confusion. But this trust can be twisted. The expert can steer you towards their preferred outcome—usually one where they profit—by making the alternative sound terrifying. If you choose the cheaper product, something bad might happen. If you don’t buy this insurance, you might face a horrible risk. These fears don’t always come with solid proof; they rely on your worried imagination. The sense of urgency heightens the pressure. It becomes hard to step back, take a deep breath, and evaluate the situation logically.
Face-to-face encounters amplify this problem. You might fear looking foolish if you question an expert’s advice, worry about seeming stingy if you refuse their costly suggestions, or dread embarrassment if you admit you don’t understand their jargon. Experts exploit these social fears to push you further. But you have defenses. One strategy is to slow down. Don’t let anyone rush you into a decision. If you feel pressured, say you need time to consider. Gather information from multiple sources—friends, reputable websites, or other professionals—before committing. Knowledge is your shield. Even doing a bit of basic research can help you see through fear-based tactics. When you understand the true level of risk involved, you’re less likely to be controlled by scary stories.
Remember, not all experts are out to scare you into spending more. But some do rely on the potent mix of anxiety and ignorance to shape your choices. By recognizing this pattern, you stay calmer and more in charge. Your fears can’t be used so easily against you if you know what’s happening. Confidence grows when you realize you can ask for time, seek a second opinion, or gather your own evidence. The power to break free from fear-driven decision-making lies in preparation. Before you walk into any high-stakes conversation, arm yourself with basic facts. When you recognize emotional pressure, you can stand firm. In the end, fear is just another tool that can be turned against you—unless you learn how to neutralize it.
Chapter 6: How the Internet’s Vast Information Flow Levels the Field and Limits Expert Trickery.
Before the internet, seeking fair prices or comparing products was a slow, frustrating task. You might have to visit multiple stores or call several companies just to figure out what something should cost. Experts could guard information closely, making it easy for them to charge more or hide cheaper options. But the internet changed everything. Suddenly, anyone with a computer and an internet connection could access an ocean of data—price comparisons, product reviews, quality rankings, and endless consumer feedback. Now you don’t have to trust a salesperson blindly. You can look up prices on your own, read what other customers experienced, and even learn about common sales tricks. This shift dramatically reduces the information advantage that experts and sellers once enjoyed.
One clear example appeared in the life insurance industry. In the 1990s, life insurance prices fell significantly. There wasn’t any special reform, sudden act of charity by companies, or big shift in who bought insurance. Instead, online price comparison tools allowed people to quickly see all the different offers at once. If a company was too expensive, customers could spot it instantly and switch. Forced to remain competitive, insurers lowered their prices. Similar stories played out across many markets—from flights and hotels to electronics and auto insurance. The once secretive world of specialized knowledge gave way to transparency. This doesn’t mean everyone acts fairly, but it does mean you have a fighting chance to find a better deal if you’re willing to search and compare.
Beyond just prices, the internet allows ordinary people to share honest opinions. Before online forums and review sites, you might rely solely on a salesperson’s claims or an expert’s promise. Now, if you’re skeptical, you can read product reviews from dozens of users who have nothing to gain by misleading you. If a real estate agent tells you a neighborhood is perfect, you can check community forums for hidden problems. If a car dealer raves about a certain model, you can find out from other drivers if it’s reliable. All this extra information helps you make choices based on a fuller picture. Experts can’t easily conceal facts because someone, somewhere, is likely shining a light on the truth and publishing it for all to see.
Of course, not all online information is accurate or trustworthy. You must learn to navigate carefully—checking multiple sources, reading reputable reviews, and using common sense. Yet the key advantage remains: you are no longer completely in the dark. The internet has pulled back the curtain, giving you the power to investigate, verify, and challenge the claims of so-called experts. With time and effort, you can become your own expert, at least enough to protect your wallet and your interests. In today’s world, knowledge truly is power, and it’s more accessible than ever. Armed with information, you can resist manipulative tactics, make informed choices, and ensure that the incentives working against you are balanced by the wealth of insight available at your fingertips.
Chapter 7: Leaving Out Details Makes Buyers Suspicious and Can Cause Them to Imagine the Worst.
In a marketplace built on trust and disclosure, hiding information can trigger suspicion and panic. Consider selling a new car right after buying it. Even if your reason is perfectly innocent—maybe you suddenly need cash or decided you actually prefer a different model—buyers don’t know that. They see a brand-new car up for resale and wonder, Why? Without a clear explanation, their imagination runs wild: maybe the car has a secret flaw, maybe it’s not as new as advertised, or maybe you drove it improperly. Because people can’t peek into your mind, they assume the worst. This fear lowers the price they’re willing to pay. Thus, by withholding information, you unintentionally convince people that something terrible must be lurking beneath the surface.
The same idea applies in other areas. In online dating, profiles without photos rarely receive much interest. It’s not just about looks; people worry you’re hiding something. In selling a product online, if you fail to list certain important features, potential buyers might assume those features are absent or defective. When an employer interviews a candidate who doesn’t mention a common skill, they might suspect the candidate lacks it. Silence, in these cases, is not neutral—it’s harmful. The information gap is filled with negative guesses. This is why we must understand that communication is not only about what we say, but also what we choose not to say. Omitting details can send a louder message than revealing them, because it stirs people’s natural tendency to fear the unknown.
To avoid sparking suspicion, honesty and clarity become your best allies. If you’re selling something, consider what information a buyer would want to know. If you’re reluctant to share something, ask yourself: is withholding it worse than confessing a minor imperfection? Often, being upfront is better than letting buyers dream up frightening scenarios. Disclosing a small scratch or a slightly shorter warranty might hurt a little initially, but not nearly as much as the damage caused by silence. In relationships, friendships, and business negotiations, transparency builds trust. When people trust you to be honest, they worry less about hidden dangers. Providing that reassurance, in turn, encourages more positive interactions. Honesty might not always get you the top price or immediate approval, but it prevents losing even more value to suspicion.
In a world increasingly flooded with information, people have grown wary of anything that seems incomplete or secretive. The more competitive the market, the more critical full disclosure becomes. When buyers sense that you’re withholding facts, they have plenty of alternatives just a click away. By giving them the data they need, you show respect and confidence, sending the message that your offer is genuinely good. This principle isn’t limited to sales—it applies to building credibility in friendships, leadership roles, and professional reputations. People want to trust, but to trust, they must feel they’re seeing the whole picture. If you remember that silence can speak volumes, you’ll be more careful about what you leave unsaid, ensuring others don’t fill the gaps with their worst fears.
Chapter 8: Why Our Minds Overrate Dramatic Dangers and Underrate Everyday Risks That Are Actually More Common.
Our perception of danger is often skewed by emotion and attention. Highly publicized, dramatic risks like terrorist attacks or plane crashes stick in our minds because they’re shocking and terrifying. News stories endlessly repeat these events, making them seem common. But the truth is that you’re far more likely to face harm from ordinary, everyday hazards. Consider the case of a child’s safety: many parents fear a gun in a friend’s home more than a swimming pool in the backyard. Guns, after all, are powerful weapons that conjure frightening images. Yet statistically, children face a much higher risk of drowning in pools than being shot. Our minds, guided by vivid mental pictures and intense emotions, mislead us into worrying about the wrong things.
How does this happen? We tend to overestimate risks that are vividly portrayed and heavily discussed, and we underestimate risks that are familiar, quiet, or uninteresting. A news report about a rare but dramatic event can make it feel like it’s looming behind every corner. Meanwhile, everyday threats like slipping in the shower or driving in heavy traffic don’t stir the same fear, even if they’re statistically more dangerous. Another factor is our sense of control. People often fear flying more than driving because they feel helpless when someone else pilots the plane, even though the actual risk difference isn’t huge. Emotions, not facts, lead these judgments. Without careful reflection and data-checking, we end up spending too much energy worrying about unlikely nightmares rather than addressing common, real-life risks.
By understanding these biases, we can make more rational decisions. The key is to step back, gather reliable information, and compare probabilities rather than relying solely on how scary something feels. Just because a danger is sensational doesn’t mean it’s frequent or likely. Just because something is routine doesn’t make it harmless. Evaluating risks should be about looking at the numbers and the actual likelihood of harm. When we adjust our perspective, we stop wasting time on tiny, sensational threats and start paying attention to everyday matters that deserve our care. This doesn’t mean ignoring rare dangers entirely, but rather balancing our fears with reality. It frees us from the grip of panic induced by headlines, allowing us to focus on what genuinely keeps us safe.
This shift in thinking helps us in many areas of life. Whether we’re choosing safer hobbies, planning family activities, or investing our money, being aware of our tendency to overemphasize dramatic but rare threats prevents us from making poor choices. It also encourages a more peaceful, less anxious approach to life. Instead of living in constant fear of unlikely catastrophes, we can calmly take practical steps to mitigate everyday risks—like wearing seatbelts, learning to swim, or maintaining a healthy diet. Recognizing that our minds can be tricked by shocking stories and vivid images is a powerful tool. It helps us reclaim control, make wiser decisions, and live more confidently, guided by facts rather than by the intensity of our immediate emotions.
Chapter 9: Looking Beyond Obvious Causes to Spot Hidden Reasons That Shape Outcomes Years Down the Road.
Sometimes, when we see sudden changes in society—like a sharp drop in crime rates—we scramble for the most visible explanation. Maybe it’s tougher policing, better economic conditions, or new gun laws. These factors matter, but sometimes the true cause lies hidden decades in the past. Consider the shocking crime drop in the United States during the early 1990s. Experts had predicted a crime explosion, yet the opposite occurred. Initially, many credited policing tactics, improved economies, or stricter prisons. While these helped a bit, the biggest factor turned out to be something no one had imagined at the time: the legalization of abortion in 1973. This change, by reducing the number of children likely to grow up in difficult, crime-prone environments, eventually led to fewer criminals being born in the first place.
Unwanted children, often raised in hardship and instability, statistically face a higher chance of becoming involved in crime as teenagers or adults. When Roe v. Wade granted women the option to avoid bearing children they could not support, the future crime wave that might have occurred decades later never took shape. By the early 1990s, a generation of potential offenders simply did not exist. While everyone looked at what was happening around them—police strategies, social reforms—the real story lay hidden in a decision made many years before. This example shows that we cannot always trust the nearest explanation. Sometimes, we must trace the chain of events backward, even across decades, to find the real turning point that changed the outcome.
This insight reminds us to be cautious when drawing conclusions. Just because something makes sense at first glance doesn’t mean it’s the entire truth. Our desire for simple explanations often blinds us to complex, long-term influences. We see what’s near and ignore what’s distant. Whether we’re talking about crime, economic growth, health trends, or cultural shifts, the true causes may be subtle and slow-working, emerging from decisions and conditions set in motion long before. If we fail to consider distant origins, we risk creating policies or solutions that don’t address the root of the problem. Understanding that deeper layers of cause and effect might be hidden helps us make wiser judgments about how society really evolves.
This lesson encourages a more patient and thorough approach to understanding human behavior and social outcomes. We must ask not only What changed recently? but also What changed long ago that might have set these events in motion? If we can learn to look past easy, nearby answers and explore the broader timeline, we uncover the real driving forces that shape our world. Knowing that hidden causes can influence today’s realities encourages better research, more thoughtful policies, and a willingness to accept surprising truths. By doing so, we gain a richer understanding of society—one that includes not just what’s visible now, but also the quiet decisions and shifts that happened in the past, laying the groundwork for the surprising outcomes we witness today.
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All about the Book
Freakonomics unveils the hidden side of everything by blending economics with everyday life, revealing how incentives drive behavior. This provocative book redefines how we view data and decision-making in society.
Steven D. Levitt and Stephen J. Dubner are renowned economists and journalists whose groundbreaking insights ignite critical thinking and inspire readers to explore economic principles through compelling storytelling.
Economists, Data Analysts, Policy Makers, Educators, Business Strategists
Data Science, Economics, Critical Thinking, Analytical Puzzles, Social Science Research
Incentives and Behavior, Crime Rates and Economics, Education and Economic Disparities, Healthcare Innovations
The conventional wisdom is often wrong.
Malcolm Gladwell, Bill Gates, Thomas Sowell
Book Sense Book of the Year, New York Times Best Seller, James Beard Award for Best Cookbook
1. What hidden incentives drive people’s everyday decisions? #2. How can data reveal surprising societal patterns? #3. What impact does education truly have on success? #4. How do parents influence their children’s outcomes? #5. What roles do incentives play in crime rates? #6. How does information shape economic and social behavior? #7. What is the connection between names and success? #8. How can statistics mislead our interpretations of events? #9. What unusual factors contribute to a child’s achievement? #10. How do various professions manipulate their own data? #11. What lessons can we learn from unconventional economics? #12. How do social norms influence illegal activities? #13. In what ways does environment shape individual choices? #14. How can behavioral economics explain everyday phenomena? #15. What is the significance of economic incentives in health? #16. How do sports illustrate broader economic principles? #17. What are the limits of traditional economic theories? #18. How does trust affect transactions in the marketplace? #19. What cognitive biases impact our decision-making processes? #20. How can understanding data empower personal decision-making?
Freakonomics, Steven Levitt, Stephen Dubner, Economics, Behavioral Economics, Incentives, Statistics, Social Sciences, Choice, Information Asymmetry, Decision Making, Market Forces
https://www.amazon.com/Freakonomics-Economics-Updated-Enhanced-Edition/dp/0060731338
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