(Part 2 of 3: Continued from my post above - Intelligence and Leadership: Posner)
The high-level jobs are filled generally by lateral entries from quite different jobs, rather than by civil servants. Some of these high-level jobs are technical; an example is the chairmanship of the Federal Reserve Board. Such jobs are relatively easy to fill with persons who can be predicted with reasonable confidence to do a good job.
But there is a tendency to exaggerate the versatility of the combined general-specific human capital that a lateral entrant brings to a high-level government job of a managerial or advisory rather than technical character. There are SEVERAL CHARACTERISTICS of such a job that actually MILITATE AGAINST THE PROSPECTS FOR THE SUCCESS OF AN EXTREMELY INTELLIGENT PERSON. First, these are ensemble jobs in the sense that many different skills or aptitudes are necessary to successful performance; if one of these, such as intelligence, is very highly developed, a person may neglect the others.
Second, it may not be possible to use step-by-step, logical reasoning to solve the problems laid at the feet of the occupant of a job like secretary of defense or secretary of state or national security adviser. Such questions as what to do in Vietnam or what to do in Iraq do not lend themselves to rigorous analysis because there is not enough information to analyze. Intelligence is not designed for coping with situations that are not complex, but rather are profoundly uncertain. Having great information-processing skills is not worth a lot if you have no reliable information.
Third, leaders or managers should be more intelligent than their followers or subordinates, but not too much more intelligent. IF THEY ARE TOO MUCH MORE INTELLIGENT, THEY WILL HAVE DIFFICULTY ASSESSING THE CAPACITIES AND LIMITATIONS OF THEIR UNDERLINGS and they will be tempted to substitute their intelligence for their underlings knowledge. Analysis and knowledge are, to an extent, substitutes. You can multiply two numbers rapidly if you have good computational skills or if, though your computational skills are mediocre, you have memorized the multiplication table. Knowledge in government resides in civil servants, and they tend on average to be less intelligent (also of course less powerful) than brilliant laterals. So the latter are tempted to think that they can make decisions with minimal assistance from the civil servants.
The temptation is reinforced by a failure to distinguish between intuition and step-by-step reasoning. Cognitive psychologists explain that the human unconscious contains more information than we can access at a conscious level. As Herbert Simon (an economist and psychologist) explained, conscious attention is a severely limited faculty and must be
(Continued in my post below: Intelligence and Leadership: Posner)









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