The Unintended Consequences of God

Sunday, March 17th, 2013

This year, a Super Bowl ad stated that God created a farmer. God created a money-lender, too:

In The Chosen Few, Maristella Botticini and Zvi Eckstein offer an explanation for how Jews wound up in high-skilled, urban occupations. They argue (p. 95) that between 200 and 650 AD,

world Jewry became a small population of literate individuals (“the chosen few”). The unintended consequences of the religious ruling that required Jewish fathers to invest in their sons’ literacy and education fully displayed themselves.

Jews became much more literate than other populations, but at a cost of numbers, as those who could not afford to educate their sons converted to other religions. Over this time period (p. 113)

the general population decreased by about 12 percent, whereas the Jewish population collapsed by roughly two-thirds.

In those days, most people were farmers, for whom literacy’s costs generally outweighed its benefits. However, in an urbanized society with skilled occupations, literacy pays off. As urbanization gradually increased in the late Middle Ages, Jews came to fill high-skilled occupations. Botticini and Eckstein argue that literacy, rather than persecution, is what led Jews into these occupations.

The Dune Hypothesis

Sunday, March 17th, 2013

It should come as no surprise that Peter Turchin describes himself as “an avid consumer of science fiction and fantasy novels” — his field of cliodynamics aspires to become Asimov’s psychohistory.

Frank Herbert’s Dune is one of his favorites:

I don’t know whether Herbert read Ibn Khaldun, but much of his cliodynamics, especially the aspects dealing with Arrakis and Fremen, could come directly from Ibn Khaldun. As a result, he creates a highly believable world (well, this is a science fiction novel), both ecologically and sociologically. This must have been an important reason why this novel was so successful.

There is one law of historical dynamics that Herbert discusses explicitly. This general rule may be formulated as follows: Harsh environmental conditions create a selective regime under which only the best survive, producing cultures with tough and capable warriors. This is the reason why the Emperor recruits his best shock troops, the Sardaukar, from the prison planet Salusa Secundus. Only the Fremen, evolving under equally harsh conditions of Arrakis, can match the ferocity and fighting ability of the Sardaukar.

What is particularly interesting about this hypothesis is that it is explicitly evolutionary. Nevertheless, I believe it is wrong. The problem is that it focuses on individual fighting ability, which is much less important than collective fighting ability. To give a single historical example, an average Roman legionary would most likely lose in a single combat against an average Celtic warrior. A Roman legion, on the other hand, would easily defeat an equal number of Gauls. Cooperation, discipline, ability to work as a team, willingness to sacrifice for the common good (in short, asabiya of Ibn Khaldun) is what wins battles and wars, not ferocity of individual warriors.

The selective regime that breeds militarily capable cultures is not harsh physical environment, but living in a ‘tough neighborhood.’ In other words, it is between-group selection, not individual selection, that creates aggressive expansionist cultures.

A real-world discussion led to his Dune Hypothesis:

This post was prompted by a recent discussion with colleagues about whether people living in poor environments (those capable of supporting lower population densities) are more likely to go to war. The logic here is that people living under such conditions have greater incentive for attacking neighbors, than people living in rich environments. I think that in predicting incidence of warfare, incentives are less important than capabilities. So people living in relatively poor environments that are also characterized by intense between-group selection (e.g., Ibn Khaldunian Bedouins) would be expected to be quite troublesome for their neighbors. On the other hand, people living in poor environments with weak between-group selection (e.g., boreal forests) should be relatively peaceful.

The Subjective

Saturday, March 16th, 2013

The Enlightenment position is that knowledge should be objective, Anomaly UK reminds us:

I think that originated in an analogy with the scientific method: the only conclusions that should be accepted are those which can be independently verified. If I say that a bird cannot live in air in which a candle has burned out, you should be able to put a bird in a jar with a candle and kill it the same way. If you can’t, then my claims are not objective, and are scientifically worthless.

The Enlightenment extended this principle to government. The decision of a government should not be made on the basis of one person’s private judgement; it should be made by a scientific process, and the reasons for making it should be objective facts that others can share.

Democracy requires that principle. Like science, democracy requires that one person’s conclusions can be replicated by another. In some cases the replication may not be contemporaneous with the actual decision, but the principle must still be that “If you knew what I know”, you would reach the same conclusion, and the politican can be judged retrospectively by that standard.

Hayek identified the problem with this approach. The main problem is “Tacit Knowledge”. Tacit knowledge is what you know, but you don’t know that you know. It is knowledge that cannot be shared just by publishing a paper, but only, if at all, by teaching a craft.

A decision that has to be justified objectively cannot rely on tacit knowledge. Tacit knowledge is, by definition, subjective. A person, who, in whatever environment, is making a decision that is going to be evaluated by others, must deliberately ignore subjective considerations — tacit knowledge — and make what seems to be the best decision without that knowledge.

This process has a catastrophic impact on personal responsibility. If I make a decision not because, based on all my knowledge objective and tacit, I think it is the right one, but rather, because it is the one I can best justify to someone else, then I am no longer responsible for the result of my decision, only for the process.

If someone is responsible for the results of their decision, rather than for the process of making the decision, then they will naturally make the decision most likely to have the desired result, and they will do so based on all the knowledge they have, objective and tacit.

The practical difference is most obvious in the case of choosing people. Judging other people is an innate skill: it is something our minds have evolved to do particularly well. Indeed, it is plausible that human intelligence is primarily evolved to assess other people, and, conversely, to deceive other people. Our knowledge of each other is therefore almost entirely tacit. Trying to estimate another person’s qualities using only objective criteria is like walking around a house blindfolded.

[...]

It seems like a small thing, but if you want people to be able to make decisions based on tacit knowledge, you actually have to change everything about the way our society is organised. For two hundred years almost every change has been to remove human judgement and replace it with objective process.

Ecology and Empire

Saturday, March 16th, 2013

Peter Turchin discusses the link between ecology and empire:

In the chapter entitled “Spacious Skies and Tilted Axes” Diamond pointed out that ecological zones (the technical terms is ‘biomes’) tend to be stretched from east to west, because climates, soils, etc. are more similar as one travels east or west, compared to north-south. As a result, crops and domestic animals can spread more easily along the lines of latitude (in the east-west direction). The Eurasian landmass is oriented along an east-west axis; it is also huge. Different plants and animals, domesticated in different parts of Eurasia, spread East or West quite readily. The end result was that each particular region could profit not only from crops and animals domesticated within it, but also from many other species domesticated in distant, but ecologically similar regions. As an example, peach was domesticated in China but it spread to Europe already in the Antiquity. Earlier, cereals, such as wheat and rye, readily spread from the Fertile Crescent west into the Mediterranean Europe. But it took millennia longer to spread north into Russia, although the distance that needed to be traveled was actually shorter.

An argument can be made that it should be easier for many other things to spread along the east-west axis — not only cultivars, but also human genes, artifacts, ideas, and even political power. As an example of the latter, think of the Roman empire. The Roman state evolved within the Mediterranean biome. Once it expanded beyond Italy, it rapidly spread West and East to other regions with the same ecology, from Spain to the Levant. Pushing beyond the Mediterranean ecological zone, however, proved to be much harder. The Roman push into the forests of northern Europe ended in the disaster of the battle of Teutoburg Forest in 9 C.E., in which 20,000 legionaries led by Publius Quinctilius Varus were wiped out by an alliance of Germanic tribes. Being used to the Mediterranean shrubland/woodland habitat, the Romans had a lot of trouble with conducting military operations in northern forests, where “the trees grew close together and very high” (in the words of the Greek historian Cassius Dio). In the end, the Romans decided that conquering the Germans was more trouble than it’s worth.

In the east, the Roman expansion was stopped by the Syrian and Arabian deserts. The famous Roman defeat there was the battle of Carrhae (53 B.C.E), in which the invasion force of 35,000 legionaries plus supporting troops led by Marcus Licinius Crassus was virtually obliterated by Parthian cavalry.

Although deserts can be a serious barrier to people who are not used to them, for others, like the Arabs, they were essentially highways of expansion. After the Prophet Muhammad died, his successors expanded the Islamic Caliphate West into North Africa and East into Persia and Central Asia. Again, as in the Roman case, the shape of the resulting empire was stretched in the east-west direction. However, the biome at its core was not the Mediterranean, but the hot subtropical desert. Yet another example is the Mongol Empire, which stretched from Ukraine to Korea, with the Great Eurasian Steppe at its core.

Turchin actually collected data and tested this hypothesis:

We compiled a list of all large historical empires with territories exceeding a million square kilometers, and calculated the ‘latitudinal index,’ which measures the extent to which territories are stretched along the East-West axis.

Latitude Index of Empires

Our results indicated that the physical and biological environment had a very strong effect on the shapes of historic states.

Conservative in a Mask and Cape

Friday, March 15th, 2013

While previous cinematic portrayals of Batman focused on the freak-show aspect of the character and his world, Nolan has recast Gotham City’s most famous avenger as a defender of order, civility, manners, and common decency, Peter Sudernman says — a small-c British conservative in a mask and cape.

Obliviousness, Incivility, and the Destruction of the Old Order

Friday, March 15th, 2013

Free Northerner cites a young woman’s complaints about men behaving badly in public and largely agrees with her — until she goes on to blame this bad-boy behavior on the patriarchy:

Men being uncivil is not “the patriarchy”, it is the breakdown of the patriarchy. It is men being freed from the constraints which the patriarchy put upon them.

The left-wing feminist politics she advocates are the primary cause of this breakdown.

As an example of the old order, Free Northerner cites Samuel Proctor, who tipped his hat towards a woman and had this to say when she asked what he meant by that gesture:

Madame, by tipping my hat I was telling you several things. That I would not harm you in any way. That if someone came into this elevator and threatened you, I would defend you. That if you fell ill, I would tend to you and if necessary carry you to safety. I was telling you that even though I am a man and physically stronger than you, I will treat you with both respect and solicitude. But frankly, Madame, it would have taken too much time to tell you all of that; so, instead, I just tipped my hat.

And now we are free of such outdated notions.

(Hat tip to Foseti.)

The Normativeness of Democracy

Friday, March 15th, 2013

Xavier Marquez examines the normativeness of democracy:

Democracy has become a sort of universally invoked standard, even though people vehemently disagree about its meaning. How do we know this? For one thing, almost every country in the world describes itself as a “democracy” in its constitutional documents. Using the data collected by the Comparative Constitutions Project, we can see that as of 2006, only 20 of 184 countries with some kind of written constitutional document did not describe themselves as democratic.

[...]

Moreover, the assertion of “democracy” in constitutional documents is almost always accompanied by the assertion of the classical “liberal” norms: freedoms of speech, expression, religion, association, press, and the basic equality of all people. The constitutions of the most repressive countries all proclaim such freedoms. Let’s take the basic freedoms of association, speech, religion, and assembly, as well as the norm of equality before the law. Almost every constitutional document in the world (over 90%!) asserts all five of these; and among those countries that don’t, most proclaim their allegiance to at least four of these. Only two countries (New Zealand and Libya!) failed to mention any of them as of 2006.

[...]

This might seem unsurprising; a cynic might say that I’ve only rediscovered the obvious impotence of constitutional restraints in the absence of supportive social and political realities. But it is nevertheless interesting, to my mind, that there is such a widespread need to assert these particular normative commitments, even as they are routinely violated, or interpreted in such radically restrictive ways as to render them politically meaningless. Among authoritarian elites, only the House of Saud and the Sultan of Brunei appear to have the courage of their convictions; everyone else hides behind a banner of rights and liberties.

Jeff Gordon Test Drive

Thursday, March 14th, 2013

The Pepsi Max ad where NASCAR driver Jeff Gordon takes a test drive has gone viral:

Uploaded to Youtube by Pepsi on Tuesday, the video racked up more than 7 million views by Thursday, fooling a few people in the process.

The L.A. Times reported that the comic video was produced by Gifted You, which is owned by Will Ferrell’s Funny or Die company. According to the Independent Tribune, Brad Noffsinger, a racer with the Richard Petty Driving Experience, was behind the wheel for the stunt driving.

For those looking for an expert breakdown of the several clues that the Pepsi ad was faked, Jalopnik.com broke down every element of the video, including the fact that Chevy never made an ’09 Camaro, and that the interior shots were actually that of a 2013 model. The auto news and gossip site also tried to track down the “salesman” at the dealership in the spot only to be told he was “unavailable.”

To the Sound of Guns

Thursday, March 14th, 2013

Kenneth Anderson had his vast collection of weapons confiscated when his mother reported his schizophrenia to the police. He eventually got them back — and shot his mother. Then he started shooting off rounds from his SKS into the neighborhood — and then at responding police.

Officer Pete Koe, former recon Marine, pulled up soon after the first officer went down, got his rifles, and moved to the sound of guns:

Koe grabbed his rifle, inserted a magazine, and started to answer [the other officers coming up to him] as he switched on its optical sight. Suddenly, the air was filled with scorching lead and the roar of gunfire. Koe dropped to the pavement behind the trunk for cover, brought the M4 into firing position and started scanning for a target, but the other two officers were unable to react as quickly. Startled and caught further away from the open trunk, they were both hit in the barrage—Essig in the arm, shattering the bone in two places, and Troxell through his hand—and withdrew into the darkness.

Although behind decent cover, Koe was at the vortex of the firestorm. Shards of metal, shattered glass and flying asphalt crashed all around him, and he still had no target. He was looking for a muzzle flash or even a hint of movement in the shadows to help him locate the shooter when a chunk of metal—probably a bullet fragment or piece of metal from his left rear wheel—crashed into the top of his head, tearing a hole into his scalp and sending blood gushing down into his eyes.

He knew it couldn’t be anything too serious because he was still conscious and alert, but the blood was making it hard to see. He rolled, got up onto one knee, and kept looking for his invisible assailant. It was then that he took another round, this time in the right knee. There was a telephone pole just a few feet away that would make better cover than the patrol car. He rolled over to it, stood, shouldered his M4, and, once again, began looking for Anderson.

Amazingly, although the bullet had hit Koe’s femur straight on, it just punched a hole through it without breaking the bone. There was no pain, but the realization that he’d been hit again made Koe acutely aware of his vulnerability. He felt no fear, however; only deep concern about how he could finish the job if the next round penetrated his body armor and mortally wounded him. He remembered from his SWAT training that human beings can often live for as long as 12 seconds after being mortally wounded, and then he knew what he would do: He would move forward, find his target, light him up, and keep moving and shooting until the threat was terminated.

Using the sound of Anderson’s gunfire as a guide, Koe looked over to his right toward the backyard of the house on the other side of the intersection in front of him. There was a small garage in the yard, and he could see a hint of movement and dark contrast against its light-colored wall. He pointed the M4 at the spot and switched its weapon-mounted light on, instantly flooding his target in its beam. Anderson, a very large man whose stance conveyed a message of angry determination, was still firing the SKS at Koe, but now with greater vigor and less accuracy.

It was just the chance Koe had been waiting for, and he answered the gunman’s rifle fire with two quick, well-placed shots of his own.

Anderson’s torso twitched with each round, confirming that both had hit center mass, but he didn’t go down. Instead, he darted off to the left and started moving toward the front of the house. He was heading toward a Jeep Wagoneer parked in the driveway, and his route took him past a well-lit window that briefly silhouetted him in its light. The movement gave Koe another opportunity to get multiple rounds on target, but he realized that someone might be on the other side of the window and held his fire.

[...]

Even now, as Anderson took cover behind the Jeep and opened up on him again, Koe was conscious of the fact that other officers were down the street behind the man.
Still, Anderson had to be stopped, and Koe was the only officer in position to do it. Lowering the muzzle of the M4 to alleviate the risk to the officers downrange, he targeted Anderson’s lower body and legs. It worked. Anderson slumped to the ground, landing on his back with his head pointing toward the rear of the Jeep.

But he was still moving, holding the rifle and growling incoherently. Koe stepped from behind the pole and advanced, firing as he moved. His M4 went empty just before he reached the Jeep, but he couldn’t stop now. Aware that it would be harder for Anderson to shoot him if he approached him from the direction his head was pointing, Koe moved around the rear of the Jeep and approached him from there. Anderson’s right hand was still holding the SKS, finger on the trigger. In his right hand was a .357 magnum revolver.

Koe moved in closer and ordered him to drop the weapons, but Anderson ignored the command and started to lift his rifle. With his own rifle now empty Koe had to improvise. He swung the M4 hard, connecting solidly with the side of Anderson’s head. Anderson dropped the SKS, but then started to lift it again.

Again, Koe ordered him to drop it, and again Anderson ignored him. Koe countered with another butt stroke, this time shattering the man’s jaw and causing him to drop the gun. But Anderson wasn’t finished yet. He lifted the magnum toward Koe, and once more Koe crashed the rifle butt into his face, smashing the eye socket.

The blow seemed to take the fight out of him. He lowered the revolver, but then in a sudden burst of fury, he thrust it up toward Koe’s face. Koe instinctively dodged his head as flame thundered from the muzzle, sending a slug whizzing past his left ear. Koe kept moving, drew his Glock, and fired three .40s into the gunman’s chest, followed by two more to the head.

Anderson had seemed unstoppable, but no one could stand up to these last five rounds. All three to his chest had ripped through his heart, and the two to his head had lodged in his brain stem. The nightmare was over.

Even assault-rifle rounds to the torso won’t necessarily stop an attack.

(Hat tip to Greg Ellifritz.)

Freedom of the Press

Thursday, March 14th, 2013

According to the 2013 Reporters Without Borders (RWB) World Press Freedom Index eight of the ten countries with the greatest freedom of the press are monarchies.

Freedom wears a crown, one might say.

(Hat tip to Foseti.)

Surviving and Thriving

Wednesday, March 13th, 2013

Scott Alexander explains the difference between Right and Left:

My hypothesis is that rightism is what happens when you’re optimizing for surviving an unsafe environment, leftism is what happens when you’re optimized for thriving in a safe environment.

[...]

I propose that the best way for leftists to get themselves in a rightist frame of mind is to imagine there is a zombie apocalypse tomorrow.

[...]

Leftism wins over time because technology advances over time which means societies become more secure and abundant over time.

As a decent natural experiment, take the Fall of Rome. Both Greece and Rome were relatively leftist, with freedom of religion, democratic-republican governments, weak gender norms, minimal family values, and a high emphasis on education and abstract ideas. After the Fall of Rome, when Europe was set back technologically into a Dark Age, rightism returned with a vengeance. People became incredibly religious, militant, pragmatic, and provincial, and the government switched to an ad hoc and extremely hierarchical feudalism. This era of conservatism ended only when society reached the same level of technology and organization as the Greeks and Romans. So it’s not that cultures become more leftist over time, it’s that leftism varies with social and economic security.

Both rightists and leftists will find much to like in this idea. The rightists will ask: “So you mean that rightism is optimized for survival and effectiveness, and leftism is optimized for hedonism and signaling games?” And I will mostly endorse this conclusion.

On the other hand, the leftists will ask: “So you mean rightism is optimized for tiny unstable bands facing a hostile wilderness, and leftism is optimized for secure, technologically advanced societies like the ones we are actually in?” And this conclusion, too, I will mostly endorse.

Given that we are in conditions that seem to favor leftist ideals, the modern debate between leftists and rightists is, to mix metaphors atrociously, about how hard we can milk the goose that lays the golden eggs. Leftists think we can just keep drawing more and more happiness and utility for all out of our massive scientific and technological progress. Rightists are holding their breath for something to go terribly, terribly wrong and require the crisis-values they have safeguarded all this time.

Theory U and Theory T

Wednesday, March 13th, 2013

In his 1960 book, The Human Side of Enterprise, Douglas McGregor made the distinction between Theory X and Theory Y, two competing theories about human nature that dominate managerial thought:

Theory X says that the average human being is lazy and self-centered, lacks ambition, dislikes change, and longs to be told what to do. The corresponding managerial approach emphasizes total control. Employee motivation, it says, is all about the fear and the pain. Theory Y maintains that human beings are active rather than passive shapers of themselves and of their environment. They long to grow and assume responsibility. The best way to manage them, then, is to manage as little as possible. Give them water and let them bloom, say the Y-types.

[...]

We are all Theory Y people now — at least when it comes to delivering or receiving motivational talks — and yet, truth be told, we all have our doubts that the world has caught up with our wisdom about it. It will have already occurred to many people, for example, that quite a few of those companies are great places to work because they are successful, rather than the other way around. (I mean, any old company can offer free haircuts and on-site medical care if it has a market capitalization of US$200 billion and a fast-growing market.) There is also plenty of anecdotal evidence to suggest that firms change their assumptions about human nature after their fortunes change, rather than before. The dot-coms, for example, were all exuberantly convinced about the merits of self-realization in the workplace as long as the market-valuation bubbly was pouring. In the gloomy aftermath, many of the surviving firms transformed themselves with impressive speed into gulag archipelagoes, imposing harsh, X-style discipline on employees who were doing all those jobs that the dot-coms did not outsource.

[...]

In the story as McGregor tells it, and more especially as his successors resell it, the world of X is in a state of conflict. Workers and managers eye one another across the ragged front lines of suspicion and mistrust. The world of Y is in a state of peace. Workers and managers embrace one another as partners on the journey to personal fulfillment. And all that is required to change from one state to the next is making a simple change in one’s assumptions about human nature. But is this really true? Does all conflict dissolve in a higher state of consciousness?

Rather than Theory X and Theory Y, about human nature, Matthew Stewart suggests we examine Theory U and Theory T, about human relations:

Theory U, for Utopian, says that conflicts among human beings always originate in misunderstanding. Eliminate the false assumptions that individuals carry around in their heads, the theory says, and a human community will return to the natural state of peace. McGregor — like just about every management guru you’ve ever heard of — is a U-man at heart.

Theory T, for Tragic, says that conflict is endemic to human relations and arises from real divergences of interest. Peace is therefore a temporary state, and its endurance depends primarily not on the attitudes of individuals but on the system of their relations. Shakespeare and the framers of the U.S. Constitution are classic T-types.

Both theories put crucial emphasis on the concept of “trust,” but in strikingly different ways. Theory U says that you build trust by relaxing your control over people — by showing them that you trust them. Theory T says you build trust by demonstrating that things are under control — by creating a system in which good deeds regularly receive due rewards and bad deeds are appropriately punished.

The two pairs of management theories naturally make a two-by-two matrix:

Matrix of X-Y vs. U-T

Reach For The Tsars

Tuesday, March 12th, 2013

Many supposedly simple solutions only work if you have a czar, Scott Alexander notes:

For example, take the problems with the scientific community, which my friends in Berkeley often discuss. There’s lots of publication bias, statistics are done in a confusing and misleading way out of sheer inertia, and replications often happen very late or not at all. And sometimes someone will say something like “I can’t believe people are too dumb to fix Science. All we would have to do is require early registration of studies to avoid publication bias, turn this new and powerful statistical technique into the new standard, and accord higher status to scientists who do replication experiments. It would be really simple and it would vastly increase scientific progress. I must just be smarter than all existing scientists, since I’m able to think of this and they aren’t.”

And I answer “Well, yeah, that would work for the Science Czar. He could just make a Science Decree that everyone has to use the right statistics, and make another Science Decree that everyone must accord replications higher status. And since we all follow the Science Czar’s Science Decrees, it would all work perfectly!”

Why exactly am I being so sarcastic? Because things that work from a czar’s-eye view don’t work from within the system. No individual scientist has an incentive to unilaterally switch to the new statistical technique for her own research, since it would make her research less likely to produce earth-shattering results and since it would just confuse all the other scientists. They just have an incentive to want everybody else to do it, at which point they would follow along.

Likewise, no journal has the incentive to unilaterally demand early registration, since that just means everyone who forgot to early register their studies would switch to their competitors’ journals.

And since the system is only made of individual scientists and individual journals, no one is ever going to switch and science will stay exactly as it is.

I use this “czar” terminology a lot. Like when people talk about reforming the education system, I point out that right now students’ incentive is to go to the most prestigious college they can get into so employers will hire them, employers’ incentive is to get students from the most prestigious college they can so that they can defend their decision to their boss if it goes wrong, and colleges’ incentive is to do whatever it takes to get more prestige, as measured in US News and World Report rankings. Does this lead to huge waste and poor education? Yes. Could an Education Czar notice this and make some Education Decrees that lead to a vastly more efficient system? Easily! But since there’s no Education Czar everybody is just going to follow their own incentives, which have nothing to do with education or efficiency.

There is an extraordinarily useful pattern of refactored agency in which you view humans as basically actors playing roles determined by their incentives. Anyone who strays even slightly from their role is outcompeted and replaced by an understudy who will do better. That means the final state of a system is determined entirely by its initial state and the dance of incentives inside of it.

If a system has perverse incentives, it’s not going to magically fix itself; no one inside the system has an incentive to do that. The end user of the system — the student or consumer — is already part of the incentive flow, so they’re not going to be helpful. The only hope is that the system can get a Czar — an Unincentivized Incentivizer, someone who controls the entire system while standing outside of it.

I alluded to this a lot in my (warning: political piece even longer than this one) Non-Libertarian FAQ. I argued that because systems can’t always self-improve from the inside, every so often you need a government to coordinate things.

Reactionaries would go further and say that a standard liberal democratic government is not an Unincentivized Incentivizer. Government officials are beholden to the electorate and to their campaign donors, and they need to worry about being outcompeted by the other party. They, too, are slaves to their incentives. The obvious solution to corporate welfare is “end corporate welfare”. A three year old could think of it. But anyone who tried would get outcompeted by powerful corporate interests backing the campaigns of their opponents, or outcompeted by other states that still have corporate welfare and use it to send businesses and jobs their way. It’s obvious from outside the system, and completely impossible from the inside. It would appear we need some kind of a Government Czar.

You know who had a Government Czar? Imperial Russia. For short, they just called him “Czar”.

Silly Questions

Tuesday, March 12th, 2013

Theodore Dalrymple discusses silly questions:

When I was a small boy adults used to say to me, ‘If you ask a silly question you’ll get a silly answer.’ This irritated my nascent sense of logic: for if I genuinely did not know the answer to my question, how could I possibly be expected to know that it was silly? And could anything be silly in the absence of knowledge that it was? This was my childish equivalent of Socrates’ or Plato’s doctrine that no one does wrong willingly: a doctrine that does not accord with my clinical experience as a doctor, let alone with my experience of life. But at the time, the accusation of silliness seemed to me worse than merely wrong: it was unjust. I did not appreciate at that age that there could be such a thing as a responsibility to know, even if one did not.

One of silliest questions I have ever heard, and heard often, is why some or many countries are poor. This is to get everything exactly the wrong way round, as if Man were born rich and had somehow to achieve poverty. Of course, it is possible for those who were formerly rich to become poor, for example by improvidence or the spoliation of others; but immemorial poverty requires no explanation. It is wealth that needs explaining, mankind not having been born in marble halls with a silver spoon in its mouth.

I once bought a slender volume entitled Why Bad Dogs? This set out to explain why some dogs barked incessantly, bit the postman, wouldn’t walk to heel and so forth. I am such a dog-lover that I find it difficult to put myself in the place of those who dislike dogs, but still I wondered whether the question asked by the title was the correct one. Dog-lover as I am, I am not the Rousseau of dogs; I do not think that canine nature, untouched by association with humans, is good; and if I were writing the Social Contract for Dogs, I should not begin ‘Dogs are born good, but everywhere they bark.’

Business Anthropology

Tuesday, March 12th, 2013

In order to grasp why some large organisations (but not others) spend so much money on something as ethereal as “strategy,” Matthew Stewart explains, one must dispose of the naïve idea that consulting involves the transfer of knowledge:

The savvier consultants and their clients understand that the basis of the business is not technological but anthropological — and that this is not always a bad thing. Among human beings, it turns out, the perception of expertise, however unfounded, can sometimes be used to good purpose. As the shamans who poison chickens and the soothsayers who read entrails have long demonstrated, sometimes it is more important to build a consensus around a good decision than to make the best possible decision; sometimes it is more useful to believe that a decision is sanctioned by a higher authority than to acknowledge that it rests on mere conjecture; and sometimes it is better to make a truly random choice than to continue to follow the predictable inclinations of one’s established prejudices. Consultants, following in the footsteps of their pagan forebears, understand that they must adopt the holy mien of a priestly caste.

So, cuff links matter; flying first class and ritual feasting, too, are part of the job. But consultants also know that an outrageously unjustified level of self-confidence can add several points to one’s perceived expertise quotient.

The most important of the all-too-human functions of shaman-consultants is to sanctify and communicate opinion. Like ministers of information, consultants condense the message, smooth out the dissonances, unify the rhetoric, and then repeat and amplify it ad nauseam through the client’s rank and file. The chief message to be communicated is that you will be expected to work much harder than you ever have before and your chances of losing your job are infinitely greater than you ever imagined.

[...]

When you stipulate that management is the province of experts, you lose sight of the fact that organising fruitful co-operation among human beings is principally a matter of building trust. And you forget the most elemental truth of political philosophy, that in any system that does not have the features of transparency and accountability, no one trusts anyone.