This is less of a problem for a company, which can often divide a problem into parts, which it then can pass down to separate subordinates, who can deal with them all simultaneously. However, that leads to a different kind of cost:
The Pinnacle Paradox: As an organization grows more complex, its chief executive will understand it less, and will need to increasingly place more trust in decisions made by subordinates. (See §§Parallel Paradox.)
However, many human communities are less hierarchical than the companies that we just described, and make their decisions by using more cooperation, consensus, and compromise.[205] There is usually some ‘leadership,’ but in a working democracy, those leaders are somehow given authority by the membership to help, when needed, to assist in making decisions and settling arguments. Such negotiations can be more versatile than ‘majority rule,’ which gives to each participant a spurious sense of ‘making a difference’—whereas that feeling ignores the fact that almost all differences get cancelled out. This raises questions about the extent to which our human ‘sub-personalities’ cooperate to help us accomplish larger jobs—but we don’t know enough to say much about this.
Every higher animal has evolved many resources that can interrupt its ‘higher level’ processes, in reaction to certain states of affairs. These conditions include such signs of possible dangers as rapid motions and loud sounds, unexpected touches, and the sighting of insects, spiders, and snakes. We also react to such bodily signs of aches and pains, feelings of illness, and such needs as hunger and thirst. Similarly, we are subject to more pleasant kinds of interruptions, such as the sights and smells of foods to eat, and of signals of sexual interest.
Many such reactions work without interrupting most mental activities—as when your hand scratches an insect bite, or when you move into shade to avoid excessive light. A few of these mainly instinctive alarms are: Itching, impending collision, hunger, thirst, bright light, excessive heat or cold, losing one’s balance, loud noise, pain, hearing a growl or snarl, seeing a spider, insect, or snake.
We are also subject to alarms that seem to come from ‘inside the mind’—such as when we detect an unexpected pattern or opportunity, or a failure of some process to work, or a conflict between our goals and ideals. Here are a few of these mainly acquired, internal alarms, many of which could be represented by using Critics, Censors, and Suppressors: phobias, obsessions, and sense of surprise; failure of a plan or goal; grief, guilt, shame, or disgust; and conflicts among one’s goals and ideals.
While most alarms could be handled by a Critic-Selector model of mind, one also could take a less centralized view, in which the processes that we call ‘thinking’ are affected by a host of other, partly autonomous processes. For example, one could think of a city or town as an entity whose processes are influenced by the activities of sub-departments concerned with transportation, water, power, fire, police, school, planning, housing, parks, and streets—as well as legal and social services, public works, and pest control, etc., each with its own sub-administrations. Can one think of a city as having a Self? Some observers might argue that each town has a certain ‘ambience’ or ‘atmosphere,’ and certain traits and characteristics. But few would insist that a city or town has a ‘sentient’ personality.
Reader: Perhaps that’s because they don’t have your idea that a “Self,” is a network of models, each of which may help a system to answer questions about itself. But in fact, each of those departments for planning, power, parks, and streets—and each of those other agencies—have plenty of diagrams, charts and maps that represent aspects of the town they’re in.
I cannot disagree with that—except to argue that, usually, few of those maps or models are accessible to the other departments. Perhaps if all those different representations were assembled into efficient panalogies, the resulting system might indeed seem to have more of a personality.
Programmer: I like some of your theories about how minds work—except that all of your schemes seem far too complex for a system that functions reliably enough. What happens if some of its parts break down? A single error in a large computer program can cause the entire system to stop.
I suspect our human ‘thinking processes’ frequently ‘crash’—perhaps as often as several times per second. However, when this happens you rarely notice that anything’s wrong, because your systems so quickly (and imperceptibly) switch you to think in different ways, while the systems that failed are repaired or replaced. Here are a few of the kinds of failures that are likely to get somewhat more ‘attention.’
You have trouble recalling past events.
You have trouble when solving an urgent problem.
You cannot decide which action to take.
You’ve lost track of what you were trying to do.
Something has happened that surprises you.
Nevertheless, in cases like these, usually you still can switch to other productive ways to think. For example, you might change the domain you are searching through, or select some other problem to solve, or switch to some different overall plan, or make a major switch in emotional state—without knowing or even being concerned with why your original project might have failed.
Furthermore, it seems possible that, whenever some of your systems fail, your brain may retain some earlier versions of it. Then in situations where you get confused, you may be able to ask yourself, “How did I deal with such things in the past?” Then this might cause some parts of your mind to ‘regress’ to an earlier version of yourself, from an age when such matters seemed simpler to you. This suggest another reason why we might like the idea of having a Self:
“One’s present personality cannot share all the thoughts of all one’s older personalities—and yet it has some sense that they exist. This is one reason why we feel that we possess an inner Self—a sort of ever-present person-friend, inside the mind, whom we can always ask for help.”
However, we should not ignore the tragic fact that people also are subject to failures from which recovery may be difficult, or impossible. For example, if something went wrong with the machinery that controls your Critic/Selector processes, then the rest of your mind may become reduced to a disorganized cloud of inactive resources, or get stuck with some single, unswitchable way to think.
“The most merciful thing in the world, I think, is the inability of the human mind to correlate all its contents. We live on a placid island of ignorance in the midst of black seas of infinity, and it was not meant that we should voyage far. The sciences, each straining in its own direction, have hitherto harmed us little; but some day the piecing together of dissociated knowledge will open up such terrifying vistas of reality, and of our frightful position therein, that we shall either go mad from the revelation or flee from the deadly light into the peace and safety of a new dark age.”
205
In a publicly held corporation, the officers are not autonomous (at least in principle, if not in actual fact) but actually are employees appointed by directors who are elected by stockholders.