My vocation is software architecture, and one problem we constantly face is keeping executives properly informed with the technical facts needed to make the right business decisions. Information technologies are complex and constantly changing, and a decision that made technical sense 18 months ago may not make sense at all for the next 18. It is a struggle to find the right balance of technical detail, without prejudicing the business decision (or boring your audience to distraction.)
The fact is, execs can only afford the time to learn a very little information, yet they have to make big decisions on that basis. In the worst case scenario, an executive can acquire a thoroughly
false confidence that they understand the technical issues, and will make bad choice after choice.
We architects love to think in terms of patterns, so let's try to generalize this situation. The problem is information starvation: the facts needed to properly select among competing choices cannot be obtained, yet the choice must made, regardless. Almost by definition, any decision made without having all the facts at hand will necessarily be
sub-optimal. (Well, there is one exception: the decision-maker may just get lucky and make the right choice.) The larger the scope of the decision-maker, the more dangerous this effect. Strongly hierarchical organizations can literally become "too uninformed" to succeed.
The classic mitigation strategy is to move decision-making closer to information-holders, and to increase the availability of information analysis capabilities. By giving the "boots on the ground" good analytical tools and the power to make choices, one can usually arrive at the most optimal choice.
The Problem With Centralized Planning
Centralized planning attempts to use the theories of macroeconomics to control an entire economy. It should be immediately obvious that centralized planning falls afoul of the information starvation pattern -- and in the biggest possible way. You can't get any higher up the economic hierarchy, so the cost of making a bad choice is maximized.
As Warren Meyer writes in his Forbes article, "
Why Keynes Was Wrong",
"...almost all government stimulus efforts to date have focused on trying to better optimize how and where investment capital is deployed. The core assumption behind all of these programs is that a few people in government can invest money more productively than the private entities from whom the government took the money.
This is frankly an absurd assumption, something I know from my own experience of trying to make just these sorts of capital allocation decisions, though on a much smaller scale. In various corporate strategic planning and marketing roles, I was in the position for years of helping to make investment decisions in some of America's largest and best-managed corporations.
These corporations were smart enough to know that a small corporate staff did not have the information to identify and rank investment choices in their myriad of different divisions. Instead, the corporate office acted as a sort of bank, where front-line managers who had detailed knowledge of individual markets came to the corporation via the planning process and proposed investments. Through my years in this process, I was always convinced we were sub-optimizing, that these divisions if spun off and in control of their own destiny likely would have made better decisions. If smart business people couldn't make confident capital-allocation decisions for a $20 billion business, how can a few career government staffers do better for a $16 trillion economy?"
This resonates deeply with my own experience. My objection to the takeover of industry by government is that government is too uninformed to succeed at such a task. The only way to properly optimize the
trillions of daily economic decisions is to bring decision-makers closer to information-holders: the free market.
In a nutshell, this is what makes small-l libertarianism so appealing. It starts with a presumption that people ought to generally be left alone to make their own choices, and that if group decisions are going to be made, they must be done with the consent of those affected. As an architect, I conclude that authoritarianism, both Democrat and Republican, is clearly inferior to the loosely-coupled federalism upon which our country was founded, and from which we have drifted afar, especially over the last century.