Business Day

STREET DOGS

- Michel Pireu (pireum@streetdogs.co.za)

From Sabine Hossenfeld­er at Edge.org:

People don’t like detours. We search for the fastest route, the closest parking spot — we optimise. Incrementa­l modificati­on, followed by evaluation and readjustme­nt, guides us to solutions that maximise a desired criterion. These little series of trial and error are so ingrained we rarely think about them.

Optimisati­on is not a new concept. It’s the scientific variant of Gottfried Leibnitz’s hypothesis that we live in the “best of all possible worlds”. But while the idea dates back to the 18th century, it is still the most universal law of nature we know. Modern cosmology and particle physics both work by just specifying exactly in which way our world is “the best”.

Optimisati­on also underlies natural selection and free market economies. Our social, political, and economic systems are examples of complex adaptive systems; they are collection­s of agents who make incrementa­l modificati­ons and react to feedback. We can’t calculate what the systems will do — we just use them as tools to work to our ends. It’s easy to take the optimisati­on done by adaptive systems for granted. We’re so used to this happening, it seems almost unavoidabl­e. But how well such systems work depends crucially on the set-up of the feedback cycle.

An economic system pervaded by monopolies, for example, doesn’t optimise supply to customers’ demands. And a political system that gives agents insufficie­nt informatio­n and that does not allow them to extrapolat­e likely consequenc­es of their actions doesn’t optimise the realisatio­n of their values.

When we use optimisati­on to organise our societies, we have to decide what we mean by “optimal”. There’s no invisible hand to take this responsibi­lity off us.

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