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Remember this ?

Now try this:

Simple, focused and profound trumps ridiculously complex systems designed from technocratic hubris. Even if everything here worked according to plan in these charts, the intrinsic “friction” is a colossal waste of resources.

ADDENDUM:

In the interest of evenhandedness – and because it doesn’t matter in terms of the point of my post – here’s a Democratic take on the House Democratic plan for health care provided by Curtis Gale Weeks in the comments section. While this was not the same as the final Obamacare bill, there’s some congruence. If anyone has a link to a Democratic-produced chart of the final bill, I’ll post that:

This is interesting. Age-old, conventional strategic wisdom is supported by social network mapping research involving 300,000 ppl:

‘The Friend of My Enemy Is My Enemy’: Virtual Universe Study Proves 80-Year-Old Theory on How Humans Interact

ScienceDaily (July 20, 2010) – A new study analysing interactions between players in a virtual universe game has for the first time provided large-scale evidence to prove an 80 year old psychological theory called Structural Balance Theory. The research, published in the Proceedings of the National Academy of Sciences, shows that individuals tend to avoid stress-causing relationships when they develop a society, resulting in more stable social networks.

The study, carried out at Imperial College London, the Medical University of Vienna and the Santa Fe Institute, analyses relationships between 300,000 players in an online game called Pardus (http://www.pardus.at/). In this open-ended game, players act as spacecraft exploring a virtual universe, where they can make friends and enemies, and communicate, trade and fight with one another.

Structural Balance Theory is an 80 year old psychological theory that suggests some networks of relationships are more stable than others in a society. Specifically, the theory deals with positive and negative links between three individuals, where ‘the friend of my enemy is my enemy’ is more stable (and therefore more common) than ‘the friend of my friend is my enemy’.

….The authors found that in positive relationships, players are more likely to reciprocate actions and sentiments than in negative ones. For example, if player A declares player B to be their friend, player B is likely to do the same. If player A declares player B to be their enemy, however, player B is not likely to reciprocate.

The research also revealed strong interactions between different types of links, with some networks overlapping extensively, as players are likely to engage in similar interactions, and others tending to exclude each other. For example, friendship and communication networks overlap: as we would expect, friends tend to talk to each other. However, trade and hostility did not overlap at all, showing that enemies tend not to trade with one another.

Dr Renaud Lambiotte said: “This may seem like an obvious finding, as we would all prefer to communicate more with people we like. However, nobody has shown the evidence for this theory on such a large scale before.”

Read the rest here.

First, I wonder what Valdis Krebs thinks of this study?

Second, does this bear out on larger scale entities that cultivate primary loyalties?

John has a nice interview with futurist and augmented reality pioneer Chris Arkenberg, over at BoingBoing:

John Robb Interview: Open Source Warfare and Resilience

….The United States is suffering both the economic decline of its industry and the ongoing dismantling of the social welfare apparatus supporting the citizenry. In your opinion, will this inevitably lead to some form of armed insurgency in America?

Yes. The establishment of a predatory and deeply unstable global economic system – beyond the control of any group of nations – is in the process of gutting developed democracies. Think in terms of the 2008 crisis, over and over again. Most of what we consider normal in the developed world, from the middle class lifestyle to government social safety nets, will be nearly gone in less than a decade. Most developed governments will be in and out of financial insolvency. Democracy, as we knew it, will wither and the nation-state bureaucracy will increasingly become an enforcer for the global bond market and kleptocratic transnational corporations. Think Argentina, Greece, Spain, Iceland, etc. As a result, the legitimacy of the developed democracies will fade and the sense of betrayal will be pervasive (think in terms of the collapse of the Soviet Union). People will begin to shift their loyalties to any local group that can provide for their daily needs. Many of these groups will be crime fueled local insurgencies and militias. In short, the developed democracies will hollow out

Hat Tip to Charles Cameron.

Posts have been slow here lately because my real-life workload has temporarily increased. Irrationally, I’ve attempted to compensate for my lack of blogging by ordering yet more books; perhaps I should order more free time instead!

 In any event, esteemed readers, @cjschaefer and @CampaignReboot have requested a full accounting of what is new and here it is:

 Blood and Rage: A Cultural History of Terrorism by Michael Burleigh

Koran, Kalashnikov and Laptop by Antonio Giustiozzi

The Collapse of Complex Societies by Joseph Tainter

Street Without Joy by Bernard Fall

The Third Reich at War by Richard J. Evans

The War Lovers by Evan Thomas

The Death and Life of the Great American School System by Diane Ravitch

Play: How it Shapes the Brain, Opens the Imagination and Energizes the Soul by Stuart Brown

Rewired by Larry D. Rosen

The Human Factor: Inside the CIA’s Dysfunctional Intelligence Culture by “Ishmael Jones“

Coupled with what was leftover from last year, my 2010 summer reading list is set.

A great article in World Politics Review by Josh Kerbel, a 14-year veteran of the U.S. Intelligence Community ( Hat tip to Col. David Maxwell)

For the Intelligence Community, Creativity is the New Secret

It’s no secret that the increasing complexity of the international system — and in particular, its growing interconnectedness, integration, and interdependence — is eroding the fundamental business models of an ever-growing range of industries. Nowhere is this more evident than in the information industries, such as journalism, broadcasting, publishing, music and film, among others. More than a few entities have been swept to the brink of, or in some cases over, the precipice of irrelevance. And every information industry, it seems, is in some peril.

The U.S. intelligence community’s traditional model is similarly threatened by these transformations, but like so many other besieged industries, the IC is hesitant to deviate from it. In general terms, the IC’s model is a secret “collection-centric” one that:

– prizes classified data, with classification often directly correlated to value and significance;
– is driven by data availability, while analytical requirements remain secondary;
– is context-minimal, with analysis staying close to the collected data and in narrow account “lanes”;
– is current-oriented, since there are no collectable facts about the future;
– is warning-focused, emphasizing alarm-ringing;
– is product-centered, measuring success relative to the “finished intelligence” product provided to policymakers, rather than its utility or service.

This model ends up being highly “reductionist,” since secret collection leads to classification, compartmentalization and, inevitably, reduced distribution. Such a system, in which everything is constantly subdivided, was designed for the “complicated” — but not really “complex” — strategic environment of the Cold War. In that more linear environment, it was possible to know exactly where to look — namely, the USSR; access was severely restricted, making secret collection vital; the context of hostile intent and opposing alliances was well-understood; and the benefits of being forewarned, especially of imminent military action, was paramount.

Today’s complex strategic environment is vastly different. Now, there is no single focal point, as a threat or opportunity can emerge from almost anywhere; access is largely unrestricted, since the world is wide-open and information-rich; and context is much more ambiguous, because intent and relationships are fluid. In this more dynamic, non-linear strategic environment, reductionist approaches are, by themselves, a veritable recipe for systemic (i.e., strategic) surprise.

In practical terms, this means that it is no longer sufficient to just reactively collect data on how certain parts of the international system are acting in order to extrapolate discrete predictions. Rather, it’s crucial that such reductionist approaches be complemented by more “synthetic” approaches that proactively think about how the various parts of the larger system could interact, and consider how the synthesized range of possible threats and opportunities might be respectively averted or fostered. In other words, it is no longer enough to just monitor already identified issues. It is also necessary to envision potentially emergent ones. In short, it is time for the IC to use its imagination.

Read the rest here.

Comments, in no particular order of importance:
 
First, the underlying root problem is “political”. The IC is “collection-centric” primarily because the key “customers” for IC products have an implicit expectation of good intel as a higher level analytical journalism, just salted with some real-time “secrets” outside normal public purview. And some of them – George Schultz when he was SECSTATE is an example – want to be their own analyst, and are quick to complain about speculative,”edgy” analysis that clashes with their preconceptions. So IC senior managers are inclined to give the customer what they demand – current information which has a short shelf-life in terms of value. Educate the intel-consumer class of what the IC might be able to do given different tasks and they might start asking that new tasks be done.
 
Secondly, if the IC employed more programs that involved an investment in long-term “clandestinity” – it would both collect information of strategic, long-term value and offer the US opportunities to shape the responses of others through established networks of agents of influence. This is where imagination, speculation and synthesis would have greater play because of the need to create and seize opportunities rather than placing a premium on mitigating risk and avoiding failure.
 
The problem with analytical-reductionist culture in hierarchical institutions ( anywhere, not just the IC) runs deeper than a top-down, enforced, groupthink. Perceptive members of the org, even when compelled to parrot the party line “officially”, will often mock it privately and exchange more authentic critiques informally. The real problem is the extent to which this risk-averse, paralyzing, culture is psychologically  internalized by individual analysts to the point of creating lacunae. As individuals rise in the org they carry their lacunae with them and begin actively imparting them authoritatively upon their subordinates.
 
Ideally, a quality liberal education would be imparting a reflexive skepticism, a tolerance for uncertainty and a greater meta-cognitive self-awareness that would check the excessive certainty generated by an excessive reliance on the methodology of analytical-reductionism. Unfortunately, the emphasis upon academic specialization has been pushed down so hard in undergraduate and even high quality secondary public school education ( AP courses are the worst offenders) that generating good, insightful, questions is a cognitive skill that has been abandoned in favor of deriving “right answers” using “approved methods”.
 
Scenario-building is an  effective tool for breaking  analytical-reductionist  frameworks and freeing up our ability to synthesize and construct solutions. However, to be useful, scenarios require at least an internal logic or realism even if they represent improbable “blue sky” or “black swan” outcomes and they require more cognitively diverse inputs ( from “outsiders”, “amateurs” and “heretics”) to challenge what data the received culture considers significant.