ARNOLD KLING
August 14, 2011
The Top Political Contributors
August 11, 2011
Gender and the New Commanding Heights
August 11, 2011
Jamie Galbraith Makes an Assumption
August 11, 2011
Macroeconometrics: The Science of Hubris
August 10, 2011
Real and Nominal Bond Yields
BRYAN CAPLAN
August 14, 2011
The Effect of Thumb Sucking on Income
August 12, 2011
The Voice of Cold, Hard Truth to All Would-Be Educators
August 12, 2011
Ability, Morality, and Prosperity: A Paper and a Report
August 11, 2011
The Theory of Time and Frittering
August 10, 2011
Male Variance and the Remnants of the Gender Gap
DAVID HENDERSON
August 9, 2011
Hayek in "Unbroken", Part Two
August 8, 2011
Hayek in "Unbroken"
August 5, 2011
James Bovard on the Peace Corps
August 4, 2011
Summers Way Off on FDR and 1941
August 3, 2011
The "Amazon" Tax


Arnold:
I agree with the comment about the entrepreneurial personality type. I'd characterize the typical bureaucratic personality as avoiding embarrassment. This more often than not translates into 'VP of No', but not in all situations.
FWIW,
Jim Manzi
At least some large organizations find ways to suppress the tendency towards bureaucratic leadership - Google has "20% time", for instance. Ideas there rise to the top via a systematic process (Google Labs); unsuccessful ideas get quietly disposed of every now and then.
On the other hand, many large organizations are insufficiently bureaucratic and procedure-driven. Research in hospitals suggests that many human errors can be reduced by simply enforcing checklists. So there may be benefits in either direction.
Hmm. Both of these seem more controllable by organizational practices rather than the size of an organization per se.
Completely false. It doesn't matter if the idea is good or bad. Any idea that will permanently increase the size of a government bureau's budget and the scope of its responsibilities is a "yes" a priori.