Monday, September 20, 2021

Decision-Makers

Joint decision-making is complicated. We make mistakes when we make our own decisions. They are our mistakes. They reveal information about our habits, values, character, drivers, desires, fears, knowledge, ignorance, and personalities, but they are also wrapped up in noise. 

We are complex and inconsistent. If someone else is going to make decisions for us, the further they are away, the less they will see the consequences and responses to the decisions they make for us. Central Decision-Making scales both impact and mistakes. 

If you look at the typical democratic political process, the issues are incredibly complicated when it gets to elections. How many people read and engage with the manifestos of the politicians, and grapple with what they are promising? How accurately does the manifesto reflect their intentions? Their ability to deliver? 

If you wrote your own manifesto, how closely would that reveal your real behaviours... or would it (more likely) reflect a promotional version of what you (in your head) want? 

Information gets lost as you add distance between decision-makers and consequences. Ideally, in local markets, small decisions can be made that reflect the stuff we can’t even put into words. There is relationship building. There is understanding. There is the ability to adapt. 

As soon as markets scale with central decision-makers, they become abstract. People become categories. Voters become power bases. Actions have consequences. It is important that decision-makers feel those consequences.



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