Is just…this:
Similar numbers can be found in most fields.
This is related to the computer productivity paradox: Computers and the telecom revolution have not noticeably increased productivity.
The reason is simple enough — they weren’t used to create productivity, they were used to create control, to allow managers to micromanage employees without actually being in the presence of the employee all the time.
No society can stay healthy with this sort of admin bloat; admin are support, meant to help the people who actually do the job. If your tooth-to-tail ratio is higher than 2:1 or 3:1, something’s probably wrong.
In my personal life, at my last megacorp job I saw multiple waves of computer “improvements.” Every single one of them increased control and reduced the workload employees could handle. I know this for a fact because I measured it, in part because it was my job, in part because management refused to admit that their shiny new programs were actually slowing productivity, and, until I forced them to admit it, they wouldn’t hire more people.
Furthermore, each wave of “upgrade” de-skilled the job further, making the employees do what the computer said, and removing their discretion. All of this was intended to raise the bottom, but what it mostly did was lower the top; the most productive, most highly-skilled employees suffered the greatest productivity losses, were the most unhappy, and tended to leave, because the job had become semi-automated, and no longer involved actually doing the job.
As a general rule, no one should run something like a hospital who is not still involved in hands-on client care — probably a nurse or doctor. No one should run a university who is not either still teaching or an active student. This principle can be applied more generally, in that no one can properly manage anything they still don’t do. This is often recognized in the business literature, but, understandably, CEOs and executives almost never want to actually perform the real work of the business, nor will they excuse themselves from interfering with those who do and, thus, actually understand what is needed.
At most, upper management can set general goals. They should never be in charge of deciding how to achieve them. This is the opposite of how we run things, but it wasn’t always entirely so: Auto and plane companies used to be run by engineers, insurance companies by underwriters and actuaries, hospitals by nurses and doctors, and universities by Senates of Professors.
One issue is that front line workers often really want to do front line work: Professors don’t want to administer, they want to teach or do research, doctors want to treat patients, etc.
But if you give administrators power over you, you never get it back. University Senates hired administrators, and a few decades later discovered the administrators were running the show, were able to order profs around, and were the highest paid people in the university (outside of the football coach), while doing no actual teaching or research, and understanding little to nothing.
It is also important to understand that while it’s certainly better if you have done the front-line job at some point, that you lose that knowledge quickly. Ten years out, and you’re clueless — you’re just another administrator. Managers and executives have to keep their hands in, or they wind up clueless.
Bottom line: We can’t afford to let anything important be run by people who aren’t actually practitioners. They don’t know what they’re doing, and they spend most of their time building bureaucratic empires that do nothing but act as modern courtiers. In the best case, they do no harm other than sucking up resources, but in most cases they try to justify their existence by trying to tell the front lines how to do their jobs and make things worse.
If we want to fix our society we have to get rid of this admin bloat, along with the cluelessness it represents.
But what usually happens, instead, is some form of societal collapse, which strips out administrators in a more brutal and effective fashion.
That’s what where we’re headed.
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