 What state bureaucracy development saved Europe after WWII?
COMPLEXITY AND HUMANITY We have all seen the images. People working day and night; coming up with the most ingenious, improvised solutions to everything from food and shelter to communications and security. Disaster, natural or otherwise, is a breakdown of systems. For a time, chaos reigns. All we have to rely on are our wits, fortitude, and common humanity Contemporary life is not chaotic, in the colloquial sense we apply to disaster zones. It is, however, complex and rapidly changing; much more so than life was in the past; even the very near past. And from this scale of practical effects, complexity emerges. The Web, after all, is less than a generation old. These two features−the global scale of interdependence of human action, and the systematic acceleration of innovation, make contemporary life a bit like a slow motion disaster, in one important respect. Its very unpredictability makes it unwise to build systems that take too much away from what human beings do best: look, think, innovate, adapt, discuss, learn, and repeat. That is why we have seen many more systems take on a loose, human centric model in the last decade and a half: from the radical divergence of Toyota’s production system from the highly structured model put in place by Henry Ford, to the Internet’s radical departure from the AT&T system that preceded it, and on to the way Wikipedia constructs human knowledge on the fly, incrementally, in ways that would have been seen, until recently, as too chaotic ever to work (and are still seen so be many). But it is time we acknowledge that systems work best by making work human. Modern Times Modern times were hard enough. Trains and planes, telegraph and telephone, all brought many people into the same causal space. The solution to this increased complexity in the late 19th, early 20th century was to increase the role of structure and improve its design. During the first two-thirds of the twentieth century, this type of rationalization took the form of ever-more complex managed systems, with crisp specification of roles, lines of authority, communication and control. In business, this rationalization was typified by Fredrick Taylor’s Scientific Management, later embodied in Henry Ford’s assembly line. The ambition of these approaches was to specify everything that needed doing in minute detail, to enforce it through monitoring and rewards, and later to build it into the very technology of work−the assembly line.
 The Marshall Plan
 Frederick Taylor's Scientific Management  The New Deal  The Marshall Plan  The Tennessee Valley Authority