From dusk till dawn cast banker full#

– We want to earn money to provide money for our families, on the assumption that money is what they need but providing them with more than a certain amount seems to have odd side-effects. The more pleasurable the process of accumulation, the less substantial the overall sum might need to be (and vice versa). – How happy our money makes us isn’t just a question of the amount we have it partly depends on how we have made it. We can quickly summon up just a few of the complexities:

From dusk till dawn cast banker full#

To reach happiness around money is to embark on a journey full of unexpected currents and hidden whirlpools. But the subject of money and happiness is – evidently – just a little more complicated than this orientation would assume. There may be immense intelligence within banks but it is solely directed towards the big bold agenda: making money grow. This represents the sum total of the complexity we (or rather, classical economics) generally allow into the topic.Įven banks filled with people with advanced qualifications and armies of computers tend not to question these assumptions very much. The modern assumption is rather immodest and blatant: we insist that all we need to be happy with money is to have more and more of it. But this is where the issues start, for happiness around money is no simple matter. We want money not to cause us anxiety and to be responsible for increasing our sense of well-being. It is probably not clever to be overly sophisticated here, at least not initially: we simply want to be happy. What really do we want from banks? And then the real enquiry: what do we want from money? It’s only when we insist on the original question that the founding assumptions behind modern banking reveal some of their strangeness. It is extremely hard to grow a portfolio more than 4.5% per annum, never more so than when markets are relentlessly saggy or volatile.

One could, in a generous moment, even feel rather sorry for banks given the sweat they must expend competing in these areas. They will let the world know that they are a safe haven, that they are extremely adept at making portfolios grow and that they respond with unparalleled rapidity to customer demands. In highly competitive times, banks will do their hardest to demonstrate prowess in these three areas. Evidently, banks exist to keep money safe, to make it grow and to deliver it swiftly to their customers when they need it. If you asked an average customer-oriented bank what they were in the business of doing, they’d look at you rather strangely, as if you were asking them something so obvious, you might be taking them for fools.