I recently read an article from that "post-autistic economics" movement that I mention occasionally. It spoke plainly about an idea that I hadn't considered in quite the same terms before.
"The Efficiency Myth"
Efficiency, it seems, is entirely contextual. ... So I hate efficiency because it feels and looks like a fool’s game. I say keep something
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There are lots of virtues in inefficiency:
redundancy provides excess capacity for when things go tits up. The more efficient "just-in-time" supply chain means that auto plants in Ohio get shut down because of earthquakes in japan. Having more people employed than than you need means your people can take vacations, get sick, or even be trained.
Having overqualified people doing a job is "inefficient" but if something unexpected happens they're much more likely to be able to respond positively.
Hiring a hundred guys with picks and shovels to dig a ditch is more expensive and takes longer than hiring one guy with a backhoe but produces much more secondary economic growth and invests them all in the project emotionally.
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Quantifying Sustainability: Resilience, Efficiency and the Return of Information Theory.
http://www.lietaer.com/2010/02/quantifying-sustainability/
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Reading some of the comments to that original article have helped me a little this morning, but I'm still unsure of the article's primary intent. Some of those comments eventually led me to a 2009 TED talk from Bernard Litaer. His presentation also addresses the idea that economic sustainability requires a balance between efficiency and resilience. This concept seems appropriate to "post-autistic economics", so perhaps this preconception is why I seem determined to pursue my mental detour.
http://www.youtube.com/watch?v=nORI8r3JIyw
I think the video is an overview of an article that delves into his mathematical model of inefficiency as a long-term virtue for ecological sustainability. (Link in the other thread in this post.)
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At least, that seems to be the operating theory of many employers.
Then there's the evils of accounting. Anyone with half a brain can deduce that it is more cost effective to have a secretary to do the typing, filing, scheduling and such for executives or, indeed, anyone with a skill set more valuable than typing, filing and scheduling.
But, the cost of a secretary is very easy to point to on a general ledger (as is the cost of hiring a professional to program your phones). The cost of non-secretaries spending their time doing secretarial things, instead of more value-creating things, is hidden, so no one complains about it.
Indeed, lately, I've been kind of obsessed with this idea of "hidden costs". I suspect it ties in with ideas of "efficiency" and definitely with the idea of "competitive
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