The Future of Compromise

Whether it is in stopping quarrels between children or in deciding any of the thousand issues that come up in a large household, Anita can always make up her mind and keep things moving. A family such as ours must have a strong, capable leader.
(Strong, capable tyrant, I said under my breath.)
-Robert A. Heinlein, Friday

Getting things done involves a strong dose of leading with a vision, and ignoring those that disagree. When such leaders are given the reins, the forward progress can sometimes, post-hoc, justify trampling others. Of course, when men do this, it’s called leadership, but when women do it, even when they are doing the same things, the research shows that it’s likely to be referred to more negatively . On the other hand, once given the reins, a rising tide can lift all boats . Successful leaders ensure that enough of the progress is towards shared goals, so that the rising tide compensates the trampled masses. But it doesn’t always work out.

The key difference between leaders seen as heroes after the fact and those seen as villains is the post-hoc consensus that what they accomplished was good. (Gender stops mattering in retrospect.) The tension between disagreement now and perceptions in the future illuminates the essence of how democracies fail — but also how politics can promote wider success. I think this dynamic shows deep reasons that compromise can be reached, that decisions are not impossible, and that politics doesn’t need to destroy our ability to move forward.

Of course, the US may still be royally screwed.

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Overpowered Metrics Eat Underspecified Goals

“Alice: Would you tell me, please, which way I ought to go from here?

Cheshire Cat: That depends a good deal on where you want to get to.

Alice: I don’t much care where.

Cheshire Cat: Then it doesn’t much matter which way you go.

Alice: …So long as I get somewhere.

Cheshire Cat: Oh, you’re sure to do that, if only you walk long enough.”

Lewis CarrollAlice in Wonderland

Like Alice, most organizations, and most people, have goals that haven’t been articulated clearly enough. I call these rough ideas “underspecified goals” — we only sort-of know what we want. That’s normal for any complex process; when writing, my ideas coalesce only once they become more concrete. Novelists sometimes say that the story got away from them, when the characters behaviors don’t lead to the outcome the author had initially imagined. This can lead to slight narrative flexations, or a full out revolt of the characters.

This happens outside of writing as well, and specifically, in organizations. But it isn’t always a handicap. An explanation of why and how it happens is required to know when this underspecification is benign, or even useful, and when it’s harmful. And that understanding, in turn, will lead us to some conclusions about how, in the latter case, we can mitigate the problem or fix it completely.

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