I don't like to be the person to pick on government as other large 
organizations also have a problem with losing signal.   There are just too many 
people involved, and too many people that want to "move up" and tell others 
what to do.   It leads to a tolerance for stupidity and incompetence.   People 
become skilled in "internal dynamics" and "chain of command" instead things 
that are operationally required of their organization.   The routing of people 
to roles is sloppy and based on crude information and crude models.  

https://www.brookings.edu/book/thickening-government/

-----Original Message-----
From: Friam <friam-boun...@redfish.com> On Behalf Of Marcus Daniels
Sent: Monday, March 29, 2021 10:23 AM
To: The Friday Morning Applied Complexity Coffee Group <friam@redfish.com>
Subject: Re: [FRIAM] Future Generating Machines...

For example, in spite of the billions spent on the NIH we had the fantastic 
public health failure of COVID-19.  

-----Original Message-----
From: Friam <friam-boun...@redfish.com> On Behalf Of u?l? ???
Sent: Monday, March 29, 2021 10:09 AM
To: friam@redfish.com
Subject: Re: [FRIAM] Future Generating Machines...

That's a bold assertion. I'd argue that any surviving bureaucracy works *most* 
of the time, almost by definition. Of course, *new* bureaucracies probably fail 
most of the time. Then it would be important to be able to talk about 
bureaucratic novelty. E.g. the ACA (ObamaCare) was not a *new* bureacracy. And 
it didn't really fail. There were various stalls and hiccups. Now that that 
bureaucracy is up and running, it's "working" ... maybe not optimally. But 
optimality is persnickety.

In any case, only data would resolve the disagreement. And in order to gather 
data, you'd have to be explicit about measuring "work", as well as novelty and 
bureaucracy.

On 3/29/21 9:41 AM, Marcus Daniels wrote:
> 
> Bureaucracies barely work most of the time.

--
↙↙↙ uǝlƃ

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