s4h-economics

Name: s4h-economics
Author: human-avatar

205stars23forks

How to install s4h-economics?

human-avatar/skills-for-humanity/s4h-economics

$npx -y skills add human-avatar/skills-for-humanity --skill s4h-economics

Installs into the current project.

Summary

Entry point for the economics toolkit. Routes to the right economics skill based on your situation. Use when you say 'economics', 'what's the incentive here', 'what am I giving up', 'who pays for this', 'should we do more or less of this', 'why won't people cooperate', 'externali

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SKILL.md

1	# Economics
2
3	Applies economic reasoning to decisions, organisations, and systems. Diagnoses what kind of analysis is needed and routes to the right tool. Economics is not just about money — it is about how incentives shape behaviour, how choices foreclose alternatives, and why individually rational actors so often produce collectively irrational outcomes.
4
5	## Which tool fits
6
7	\| You need to... \| Tool \|
8	\|---\|---\|
9	\| Map what you're actually giving up by choosing this \| opportunity-cost \|
10	\| Understand who benefits, who pays, and what behaviours follow \| incentive-mapping \|
11	\| Identify costs or benefits falling on parties outside the decision \| externalities \|
12	\| Apply the logic of the next unit — sunk costs, average vs. marginal \| margin \|
13	\| Diagnose why rational individuals keep producing bad collective outcomes \| coordination \|
14
15	## Routing Decision
16
17	Framing check: Confirm the situation before routing. State what you've identified — the core economic question and what's at stake — in one sentence, then use `AskUserQuestion`:
18	- Question: "I'm reading this as: [your one-sentence framing of the economic situation and the core question]. Is that right?"
19	- Header: "Framing"
20	- Options:
21	- Yes — proceed — framing is correct
22	- Adjust — one element is off; user will correct it before you continue
23	- Reframe — different situation than read; incorporate the correction before proceeding
24
25	- Evaluating a choice and want to understand the full cost, including what's foregone → opportunity-cost
26	- Trying to understand or change how people behave — who's being rewarded for what → incentive-mapping
27	- Decision or policy has effects on parties who aren't in the room → externalities
28	- Decision involves how much to do: more, less, expand, cut — or sunk cost reasoning → margin
29	- A group keeps failing to cooperate even though cooperation would benefit everyone → coordination
30	- Unclear → incentive-mapping; almost every economic question eventually becomes a question about incentives
31
32	## Confirm Direction
33
34	After diagnosing which tool fits, use the `AskUserQuestion` tool to confirm direction. Construct the question dynamically to include your diagnosis:
35
36	- Question: "My read: [diagnosed tool] — [one sentence on why it fits]. How would you like to proceed?"
37	- Header: "Direction"
38	- Options:
39	- Yes, run that tool — Execute the diagnosed skill immediately using the context already provided
40	- Show all options — List every skill in this category with one-line descriptions
41	- Quick version — Run a lighter-weight alternative if one exists for this situation
42	- Re-diagnose — Revisit the situation description for a different read
43
44	Proceed based on their selection.
45
46	---
47
48	## Opportunity Cost
49
50	Every choice forecloses alternatives — maps what you give up, not just what you gain.
51
52	Alfred Marshall's foundational insight: the true cost of any choice is not the money spent but the next-best alternative foregone. Most analyses count only what is spent; opportunity cost analysis insists on asking what else those resources could have done. This reveals hidden costs in decisions that look free, exposes the real tradeoff in choices between competing goods, and reframes "should we do this?" as "is this the best use of what we have?" Outputs a full cost picture including the value of the path not taken.
53
54	Output: Explicit opportunity cost map — the best available alternatives, the value of each, the true cost of the chosen path, and a recommendation on whether the choice holds up once the foregone value is visible.
55
56	---
57
58	## Incentive Mapping
59
60	Maps who benefits, who pays, and what behaviours the incentive structure actually produces.
61
62	Incentives are the operating system of human behaviour. The question is not what people are told to do, or what they intend to do — it is what the structure rewards them for doing. Identify every party in the system. For each: what do they gain by doing X? What do they lose? What actions does the incentive structure push them toward, and where does that diverge from what the system needs them to do? Misaligned incentives predict misbehaviour more reliably than bad intentions do.
63
64	Output: Incentive map by party — benefits, costs, and predicted behaviour under the current structure — plus identified misalignments and redesign options.
65
66	---
67
68	## Externalities
69
70	Identifies costs and benefits not borne by the actor — and how to internalize them.
71
72	A.C. Pigou's central insight: when the person making a decisio

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Type

s4h-economics

205stars23forks

View on GitHub

How to install s4h-economics?

human-avatar/skills-for-humanity/s4h-economics

$npx -y skills add human-avatar/skills-for-humanity --skill s4h-economics

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	# Economics
2
3	Applies economic reasoning to decisions, organisations, and systems. Diagnoses what kind of analysis is needed and routes to the right tool. Economics is not just about money — it is about how incentives shape behaviour, how choices foreclose alternatives, and why individually rational actors so often produce collectively irrational outcomes.
4
5	## Which tool fits
6
7	\| You need to... \| Tool \|
8	\|---\|---\|
9	\| Map what you're actually giving up by choosing this \| opportunity-cost \|
10	\| Understand who benefits, who pays, and what behaviours follow \| incentive-mapping \|
11	\| Identify costs or benefits falling on parties outside the decision \| externalities \|
12	\| Apply the logic of the next unit — sunk costs, average vs. marginal \| margin \|
13	\| Diagnose why rational individuals keep producing bad collective outcomes \| coordination \|
14
15	## Routing Decision
16
17	Framing check: Confirm the situation before routing. State what you've identified — the core economic question and what's at stake — in one sentence, then use `AskUserQuestion`:
18	- Question: "I'm reading this as: [your one-sentence framing of the economic situation and the core question]. Is that right?"
19	- Header: "Framing"
20	- Options:
21	- Yes — proceed — framing is correct
22	- Adjust — one element is off; user will correct it before you continue
23	- Reframe — different situation than read; incorporate the correction before proceeding
24
25	- Evaluating a choice and want to understand the full cost, including what's foregone → opportunity-cost
26	- Trying to understand or change how people behave — who's being rewarded for what → incentive-mapping
27	- Decision or policy has effects on parties who aren't in the room → externalities
28	- Decision involves how much to do: more, less, expand, cut — or sunk cost reasoning → margin
29	- A group keeps failing to cooperate even though cooperation would benefit everyone → coordination
30	- Unclear → incentive-mapping; almost every economic question eventually becomes a question about incentives
31
32	## Confirm Direction
33
34	After diagnosing which tool fits, use the `AskUserQuestion` tool to confirm direction. Construct the question dynamically to include your diagnosis:
35
36	- Question: "My read: [diagnosed tool] — [one sentence on why it fits]. How would you like to proceed?"
37	- Header: "Direction"
38	- Options:
39	- Yes, run that tool — Execute the diagnosed skill immediately using the context already provided
40	- Show all options — List every skill in this category with one-line descriptions
41	- Quick version — Run a lighter-weight alternative if one exists for this situation
42	- Re-diagnose — Revisit the situation description for a different read
43
44	Proceed based on their selection.
45
46	---
47
48	## Opportunity Cost
49
50	Every choice forecloses alternatives — maps what you give up, not just what you gain.
51
52	Alfred Marshall's foundational insight: the true cost of any choice is not the money spent but the next-best alternative foregone. Most analyses count only what is spent; opportunity cost analysis insists on asking what else those resources could have done. This reveals hidden costs in decisions that look free, exposes the real tradeoff in choices between competing goods, and reframes "should we do this?" as "is this the best use of what we have?" Outputs a full cost picture including the value of the path not taken.
53
54	Output: Explicit opportunity cost map — the best available alternatives, the value of each, the true cost of the chosen path, and a recommendation on whether the choice holds up once the foregone value is visible.
55
56	---
57
58	## Incentive Mapping
59
60	Maps who benefits, who pays, and what behaviours the incentive structure actually produces.
61
62	Incentives are the operating system of human behaviour. The question is not what people are told to do, or what they intend to do — it is what the structure rewards them for doing. Identify every party in the system. For each: what do they gain by doing X? What do they lose? What actions does the incentive structure push them toward, and where does that diverge from what the system needs them to do? Misaligned incentives predict misbehaviour more reliably than bad intentions do.
63
64	Output: Incentive map by party — benefits, costs, and predicted behaviour under the current structure — plus identified misalignments and redesign options.
65
66	---
67
68	## Externalities
69
70	Identifies costs and benefits not borne by the actor — and how to internalize them.
71
72	A.C. Pigou's central insight: when the person making a decisio

People who liked this also viewed

6 picks

Type