Decision Making and Entropy
I framed two hypotheses during my business career, hypotheses of which I am still enamored. One, people make many more wrong decisions than right decisions in large organizations. Two, no matter what decisions people make and agree upon, organizational entropy always sets in to thwart those decisions. The reasonably trained and experienced decision maker and project manager know these things. That is why they monitor their decisions and take steps to avoid project disasters.
The Iraq invasion and occupation is a good example of this. Every step of the decision making process, from analysis to execution, has been hopelessly flawed.
The Bush Administration fabricated the case for WMD and an al-Qaeda link to Saddam. The potential for civil war was totally disregarded. The military was given nowhere near the resources they needed to secure and occupy the country. The reconstruction team was staffed with Bush loyalists who had no qualifications for the jobs they were given. The Iraq project was never reevaluated in terms of goals, strategies, tactics, and entropy.
President Bush and his team should no longer be the decision making authorities about what happens in Iraq. They have shown they are not qualified for the job. Holding them accountable is damned near impossible in the current political environment, but we should not expect anything good to happen unless we try. Why accept from them what we do not tolerate in our personal lives?