Authority Without Consent

The Weight of Fallibility

Hubris is one of those traits anyone should do well to avoid. Regardless of one's expertise, ability, and confidence, we are prone to error, mistakes, failings, or just the slightest miscomprehension of a situation.

This is not to second-guess the premise; rather, it is simply that an awareness that we may not be entirely correct, and hence fallible, can be a humbling realisation. It shows us the extent of what we intend in our self-belief, and how reality challenges it.

A Rollout Not Ready

Recently, I met the weight of imposition from on high: a process I was neither confident in nor happy to deploy. Developments within the last week have now brought into stark relief that what appeared to work on a single device, with a different kind of user profile, was neither ripe nor ready for a global rollout.

One could snidely suggest that this was a fact posited many times before but ignored because the proposer's office implied an all-knowing mien that would brook no questioning.

Well, it all returned to the drawing board as we identified the kinks in the solution. A new solution has since been proposed that is radically different from the original and contains elements that give one the jitters.

Consequently, we are back to the original arguments of fanciful ideas that appear to work in isolation but require a different mindset when set for a global deployment.

Authority Without Consent

What this episode really lays bare is a simple truth: technical authority without social consent produces brittle solutions. A design may be elegant on paper and hold together in isolation, yet the moment it meets the messy reality of many hands and many machines, it fractures, not for want of cleverness, but for want of ownership.

There is, of course, a counter-argument that imposition is sometimes necessary, and that endless consensus can stall a decision indefinitely. I would not dismiss it. But there is a world of difference between the people who run the environment, who understand its issues and problems intimately, and an architect parachuted into a situation who consults no one, believing they already know everything necessary to fix things.

We appreciate that things need to improve, and we would welcome ideas, insight, inspiration, and implementations to put matters right. The question is whether there is a better way for this to go forward without proper engagement. I would suggest there is not.

What an Architect Should Be

An architect should not be like a bull let loose in a china shop, nor should they be a cowboy riding a three-legged horse. My view of an architect is someone who listens and observes intently, appreciates and understands, then suggests rather than imposes, carrying people along rather than rubbing them up the wrong way.

When you break the social element of engagement that helps take ideas to implementation, whatever concept is in the plan is likely to fail. This is not because people have refused to do it, but because the prospect is not owned by the people who would eventually manage it.

If you are an architect, ensure that this is not one of your flaws. Get the builders onside before you take your grand scheme to town, selling castles in the air that no one can reach, even if they could fly.

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