Another critical counterpoint relates to DARPA’s independence inner towards business living into private program professionals. Miller (1992, pp. 86–89) shows this new downside from delivered manage governance since told me through the Sen paradox: “…any company you to delegates decision-and work out authority so you can multiple subset of people need certainly to suffer from sometimes incoherent conclusion otherwise inefficiency for most combos off individual choice.” The new tradeoffs given the Sen contradiction encompass anyone care about-attention of each DARPA system movie director and also the agency’s welfare. Ergo, delivered handle normally develop on an intimidating construct so you can both the dictator and you may external stakeholders. Another and you will third key factors out-of my case study study elaborates further throughout these strengths.
To prevent this new Sen contradiction, Miller (1992, pp. 94–95) contends your ladder need “profile and you can shape personal choices towards the habits that will be mutually consistent.” A good way DARPA mitigates the fresh new threat of incoherent decisions and you will ineffective control is by using the short manpower impact. DARPA’s core teams proportions gravitates for the Dunbar’s number (
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