Kevin D. Williamson offers National Review Online readers an excellent primer on the value of free-market processes and concludes his piece with observations about government efforts to substitute expert opinion for the billions of uncoordinated individual decisions that lead to real progress.

Competition is one of the ways in which we learn how best to cooperate with one another and thereby deal with the problem of complexity — it is a means to the end of social cooperation. Cooperation exists elsewhere in the animal kingdom, but human beings cooperate on a species-wide, planetary level, which is a relatively new development in our evolution, the consequences of which we have not yet fully appreciated. If you consider the relationship of the organism to its constituent organs, the relationship of the organ to its cells, or the relationship of the single cell to its organelles, it would not be an overstatement to say that the division of labor is the essence of life itself: Birds do it, bees do it, but human beings do it better. The size and complexity of our brains evolved in parallel with the size and complexity of our social groups, which are just as much a product of evolutionary processes as our bodies are.

Thus, we do not have the U.S. Steel Corporation, a tightly integrated and hierarchical operation overseen by a CEO with an omniscient command of his operation. We have lots of U.S. steel corporations, and a worldwide steel industry, and many worldwide industries making products that are substitutes for steel, from aluminum to carbon fiber to nanotubes. But we do have the U.S. Postal Service, the Social Security Administration, and the government-school monopoly in your home town. These agencies underperform consistently when compared with such benchmarks of innovation as the software industry or the biotech industry. They fail because they attempt to substitute a single brain, or a relatively small panel of brains organized into a bureaucracy, for the collective cognitive firepower of millions or billions of people. Put simply, they attempt to manage systems that are too complex for them to understand. Complexity is humbling, but politics is immune to humility.

Which is something to keep in mind the next time somebody promises to “solve” our health-care challenges or unemployment. Washington is packed to the gills with people who believe that they have the ability to design an intelligent national health-care system, but there is not one who does — no Democrat, no Republican, no independent. The information burden is just too vast. Washington is not only full of people who do not know what they are talking about, it is full of people who do not know that they do not know what they are talking about. That is no model for social change.