I think so, Brain … but for every action there’s and equal but opposite criticism.
I think so, Brain … but with the politicians in the loop two wrongs will only make the beginning.
I think so, Brain … things are going well, but don’t be frightened.
I think so, Brain … but why is doing it the hard way always easier?
I think so, Brain … this is working, but we’re using the wrong equipment.
I think so, Brain … but why is doing it the hard way so much easier?
I think so, Brain … but for every simple solution there is a wide array of complex problems.
The version of Obamacare that was rolled out on 1 October was clearly not ready for prime time. It wasn’t even ready for beta release. It was simply a failure.
Good engineers design for failure. That’s not to say that we (I’m an engineer) design products to fail, but we know that they will. That’s why the load panel in your house has circuit breakers. In the real world, failure is always an option, and it becomes exponentially more likely when a project is managed by someone who doesn’t understand the endeavor’s practical constraints. Clay Shirky offers an analysis of the probable managerially-driven problems with Obamacare here.
Recently, much has been made about the Administration’s ignoring the law when dealing with Obamacare and any possible workarounds for its present problems, and it’s true that those responsible for the current mess have acted lawlessly. However, the law that will do the project in was not passed by Congress. It stems from a higher authority. Those who ignore it are fools.
If anything can go wrong, it will.
Let it burn.
UPDATE—This insightful observation is also on point:
Everything the government touches turns to crap.