May 22, 2026

Virginia Postrel :
[T]he basic distinction is between dynamism, which is open-ended discovery and progress that is driven by bottom-up problem solving, bottom-up problem defining, innovation, and feedback, also. So not every new idea is a good idea, not every idea of how to solve a problem actually solves the problem. And there is this constant process of discontent also, because whatever you have, you see what could be better about it. And that’s one reason that this progress is open-ended, but it’s very much an idea of discovery, sort of a liberalism that centers discovery and curiosity and learning. “Learning” is what I say in the book. On the other side, you have what I call stasis and I talk about two different forms. One, which is the easier to understand, is people who really center stability. Their ideal society is one that doesn’t change and often they have an ideal located somewhere in the past.

It could be the Middle Ages, it could be the 1950s, it could be before the agricultural revolution. There are many different forms of that type of stasis, which I call reactionary in the book. The other form of stasis is more subtle, and much more pervasive, which is the idea of, no, we like change, we like progress, we like discovery, but we want it to look exactly the way we want it to look. And this is what I call technocracy. So this is a form of stasis that is about control. So it’s not about “nothing changes,” it’s about very directed change. And since at least the beginning of the twentieth century, technocracy has dominated liberal democracies. There was a rise of thinking that, “Wow, look at all these great things that railroads and steel mills, all these corporations that have to plan these giant enterprises, we should plan the economy the same way.”

And obviously looking back on it and especially through the lens of some of Hayek’s work, this seems obviously wrong, especially in the forms that you find it in the early twentieth century or late nineteenth century where it really is like every single bit of the economy would be planned, but it wasn’t stupid. It wasn’t stupid people saying this. It was people drawing the wrong lessons from the world that they were living in. And so I see this continuing struggle between ideals of an open-ended discovery-oriented society that is very bottom up also. So no one is in charge, no one is in control. It doesn’t mean you have no rules. You need rules, but they need to be very general and you need to be able to have nested levels of rules so that McDonald’s can say every menu has to be the same, and somebody’s one-off restaurant can have different food every night depending on what’s fresh in the market.

Democracies don’t necessarily fight clean wars. During World War II, the Allies firebombed cities, created internment camps and dropped atomic bombs.

What distinguishes fascist powers from democracies is their contempt for rules based on their sense of superiority. In 1933, Adolf Hitler’s propaganda minister Joseph Goebbels announced that the Nazis would claim the absolute right to override democratic constraints. “This contemptible parliamentarianism … is gone,” he said.

Italian dictator Benito Mussolini said it more bluntly in 1936: “We do not argue with those who disagree with us, we destroy them.”

But rules of engagement function as a control system that ties tactical decisions to strategy, law and the risk of escalation. Discarding them tends to produce the atrocities and strategic blowback that lose wars.

Democratic procedure does similar work: Political scientists who studied 197 conflicts from 1816 to 1987 found that democracies won about 76% of their conflicts and non-democracies 46%, in large part because accountable leaders and public access to information force a government to notice when a plan isn’t working.

A fascist regime that treats democratic constraints as obstacles is likely to decide inconvenient information is an obstacle too. Because of this, in fascist governments, loyalists rank higher than experts. Fascist systems don’t remove people for being wrong; they remove them for insufficient loyalty. The man who tells the leader what he wants to hear rises. The man whose report contradicts the leader’s views endangers himself.