A Quote by Doug Bandow
Collectivism takes on many guises and seldom uses its own real name. Words like 'community' and 'social' soothe us into thinking that collectivist decision-making is somehow higher and nobler than individual or 'selfish' decision-making. But the cold fact is that communities do not make decisions. Individuals who claim to speak for the community impose their decisions on us all.
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I hear, 'But why do poor people make such bad decisions?' But actually, their decision-making can be far more complex than that of the better-off in many ways. They're not financially illiterate: they're constantly weighing up choices based on the reality of poverty. Somehow the international development community has resisted accepting this.
Any individual decisions can be badly thought through, and yet be successful, or exceedingly well thought through, but be unsuccessful, because the recognized possibility of failure in fact occurs. But over time, more thoughtful decision-making will lead to better overall results, and more thoughtful decision-making can be encouraged by evaluating decisions on how well they were made rather than on outcome.
Actually, I can't take credit for any of my decisions. I noticed one day that all my decisions were making themselves, and always at the right time. I haven't had to make one decision since then. They are always made for me, and they come from the wisdom that is in us all. I trust that wisdom completely. That trust itself was a decision made for me as inquiry cleared my mind. No decision, no fear.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
Among other grand achievements, F. A. Hayek had a remarkable career pointing out the flaws in collectivism. One of his keenest insights was that, paradoxically, any collectivist system necessarily depends on one individual (or small group) to make key social and economic decisions. In contrast, a system based on individualism takes advantage of the aggregate, or 'collective,' information of the whole society; through his actions each participant contributes his own particular, if incomplete, knowledge-information that could never be tapped by the individual at the head of a collectivist state.
Decision-making is difficult because, by its nature, it involves uncertainty. If there was no uncertainty, decisions would be easy! The uncertainty exists because we don't know the future, we don't know if the decision we make will lead to the best possible outcome. Cognitive science has taught us that relying on our gut or intuition often leads to bad decisions, particularly in cases where statistical information is available. Our guts and our brains didn't evolve to deal with probabilistic thinking.
As much as I like to be thoughtful and think things through in my decision making - I don't like knee jerk decisions - but I'm not afraid to make decisions.
The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make.
Sometimes people think of actors as marionettes - everybody else makes the decisions for us - and, you know, really, making this decision [of which roles to take] is the only thing you lay claim to.
If you're making a bunch of little decisions - like, do I read this email now or later? Do I file it? Do I forward it? Do I have to get more information? Do I put it in the spam folder? - that's a handful of decisions right there, and you haven't done anything meaningful. It puts us into a brain state of decision fatigue.
People are trying to build a society where they can talk across the aisle so to speak, and have civil discourse. At the same time we're trying to inform ourselves about what's really true so that we can make evidence based decisions that is better than superstition or rumor. But the fact is that people who use evidence based decision making have much better life outcomes, greater life satisfaction, they live longer, they make better personal and medical decisions, better financial decisions. But parallel to that is you can't reason somebody out of a position they didn't reason themselves into.
Thinking is hard. Making value judgments is difficult. It places you at pure creation, because there are so many times you'll have to say, "I don't know. I just don't know." Yet still you'll have to decide. And so you'll have to choose. You'll have to make an arbitrary choice. Such a choice - a decision coming from no previous personal knowledge - is called pure creation. And the individual is aware, deeply aware, that in the making of such decisions is the Self created.
In their zeal for particular kinds of decisions to be made, those with the vision of the anointed seldom consider the nature of the: process: by which decisions are made. Often what they propose amounts to third-party decision making by people who pay no cost for being wrong-surely one of the least promising ways of reaching decisions satisfactory to those who must live with the consequences.
Inability to make decisions is one of the principal reasons executives fail. Deficiency in decision-making ranks much higher than lack of specific knowledge or technical know-how as an indicator of leadership failure.
No decision-making system is going to guarantee corporate success. The strategic decisions that corporations have to make are of mind-numbing complexity. But we know that the more power you give a single individual in the face of complexity and uncertainty, the more likely it is that bad decisions will get made.
There are other forms of community-based decision-making, not unlike, you know, our elected bodies, except that the intention here is to exclude pay-to-play players from determining how these decisions are made.
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