The Slow Death of Good Policy

The graveyard of good policy proposals is enormous. Many ideas do not survive the process of becoming law, policy, precedent, or regulation. People miss out on witnessing successful implementation of proposals due to bureaucratic processes and internal group frictions.

Bureaucracy was built to slow everything down and naturally leads to an environment of forced tradeoffs. A slower process ensures sufficient time is set aside for analyzing proposed policies, building coalitions, and ensuring affected organizations are prepared to operate under new legal and regulatory landscapes.

Internal group friction shows up when people meet over a general idea and fracture over specific details. An executive, board member of a nonprofit, and legislator may be on the same team in trying to lower governmental spending while also carrying conflicting opinions on which path leads toward success. The executive aligns ideologically but worries about policies reducing tax exemption opportunities. The board member has long held a view of limited government reach while maintaining concern about the availability of contracts and grants. The legislator was elected on the promise to lower government spending but also sees the possibility of local projects drifting away due to new policies.

Systems kill good policy proposals.