Knowledge And Decisions

It is not necessary, at this point, to insist that the average amount of personal knowledge has declined over time. It is sufficient that we realize that conflicting trends are at work, and that the net result is an open question, rather than the foregone conclusion often assumed by those who depict an ever more knowledgeable society needing ever more years of schooling for its citizens. The march of science and technology does not imply growing intellectual complexity in the lives of most people. It often means the opposite. Matthew Brady required far more knowledge of photographic processes to take pictures with his cumbersome equipment during the Civil War than a modern photographer requires to operate his automated cameras. Science and technology lead to far more complexity in producing cameras and film today, but that growing complexity among a handful of technicians permits far more simplicity (and ignorance) in the acutal use of modern photographic equipment and materials by a mass of people. Similar trends are discernible in a wide variety of fields. Automobiles are much more complex to build, but far simpler to operate, than in the days before automatic ignition, automatic transmissions, automatic chokes, self-sealing tires, etc. The technology available in the modern home reduces not only the time but the knowledge required by a modern homemaker. Even a mere man can now perform some chores for which girls and young women were once trained for years.

The growing complexity of science, technology, and organization does not imply either a growing knowledge or a growing need for knowledge in the general population. On the contrary, the increasingly complex processes tend to lead to increasingly simple and easily understood products. The genius of mass production is precisely in its making more products more accessible, both economically and intellectually to more people. Electronic calculators enable mathematical illiterates to perform operations which only highly trained people could perform with ease in earlier times. The printing press performs daily communications miracles beyond the ability of an army of the most highly trained and dedicated scribes of the Middle Ages. Organizational progress parallels that in science and technology, permitting ultimate simplicity through intermediate complexity. An ordinary individual can easily arrange travel across thousands of miles through cities he has never seen by tapping the knowledge of travel agents and/or the American Automobile Association. Or he can weigh the relative merits of commercial products whose individual mechanisms are wholly unknown to him, by reading the (simple) results of highly complex tests conducted by general consumer magazines or by publications specializing in particular items such as audio equipment or motorcycles.

DECISION-MAKING UNITS

Knowledge may be enjoyed as a speculative diversion, but it is needed for decision making. The genesis of ideas and the authentication of knowledge are part of a continuous process which ultimately brings knowledge to bear on decisions — when the system is working ideally. In real life, the process may, of course, fail to bring knowledge to bear, when accurate knowledge is available somewhere in the system. What matters, then, is the knowledge actually used at the decision-making point, not the knowledge in process of development or authentication, nor even the knowledge clearly apparent to particular individuals or organizations somewhere in the society. And while decisions may be thought of as made by specific individuals at specific points in space and time, the decision-making process is more usually structured so that various combinations of individuals repeatedly and habitually make certain classes of decisions, so that they form continuously functioning decision-making units, which may range from a married couple to a police department to a national government. A single individual may also form a decision-making unit for some purposes, or — more likely — he may be part of several decision-making units simultaneously, and the set of such institutions may change over time.

The emphasis on specific decision-making units is especially necessary in an era given to metaphors about an amorphous “society” deciding to do this or that: “Society” doesn’t keep its air or water clean; “society” is punitive, permissive, frivolous, uptight, generous, uncaring, etc. While metaphors may sometimes be useful shortcuts, like other shortcuts they can also take us further away from our destination and delay or even prevent our arrival there.