With our super-plastic neocortices and well-organized senses, Homo sapiens are the gluttons of the informavore world. We are uniquely skilled at acquiring, processing, and ordering information, and uniquely versatile when it comes to letting that information shape who we are. And when we are deprived of sensory information, like a prisoner in solitary confinement, we conjure sometimes fantastical information-rich worlds from the darkness to feed our inner informavore.

Firms that attempted to replicate GPT with in-house data often produced shambolic “knowledge engines” that were little better than toys. These AIs supplemented the standard large-language-model training set with emails, mission statements, patent applications, legal memoranda, and other exciting selections from the internal corporate syllabus. As the buzz percolated through middle management, executives at marketing, media, and health-care firms launched ambitious initiatives, sometimes openly telling staff that many employees would be laid off once the neural nets were working. But much of what was produced was vaporware: late, expensive, and barely functional. Many users felt that AI technology simply

wasn’t ready.

So, from here on in, I will try to refer to ‘decision making systems’ rather than ‘artificial intelligences’. Corporations are systems, and the make decisions, so they’re decisions making systems. The question is whether they’re black boxes or not — whether we are able to attribute the actions of the corporation to individual human beings within it.

There’s one sense in which the recording engineers’ maxim is more applicable, though. These are problems of human organisation, and the overwhelming majority of environmental variety of created by humans. The knowledge that something is an organisational problem means that the source of its complexity is the human beings in the organisation. That, in turn, means that the human beings in the organisation have sufficient variety and capability to match the complexity of the problem; the problem can’t be bigger than them, because their own misdirected efforts created it. Only problems that aren’t cybernetic can genuinely be insoluble.*

*One implication of this proposition is that it gives us a rigorous deduction of what would constitute environmental Armageddon — it’s the singularity point at which the problem of climate change ceases to be soluble purely by changing human behaviour and organisation.

Corporations are decision-making systems, not ‘intelligences’. They have homeostatic forces which aim to maintain their equilibrium, and higher-order decision-making systems which mean they are able to reorganise themselves in order to respond to shocks beyond the scope of anything anticipated when they were designed. To attribute motivation to them is to make assumptions about the internal workings of the black box — the original intellectual sin of cybernetic analysis.