Here are some possible reasons for not wanting to explicitly plan for future failure, more at the level of the institute than at the level of the economy:
-The board wants to build consensus and forge a diverse group of people into a coherent whole. Telling some people that they are marginal would damage this focus.
-If a funding agency finds out that you can withstand an X% cut with vital operations intact, your odds of getting your grant cut by X% skyrocket.
-The board and officers are largely tasked with selling your concept to funding agencies. Given that funding agencies are usually risk-averse in practice (despite being risk-seeking in rhetoric), any suggestion that you might fail makes it harder to get funding.
You are making a conscious effort not to fool yourself. This habit of mind is excellent in a scientist or philosopher, but does not work well in contexts involving leadership, salesmanship, and negotiation.
Here are some possible reasons for not wanting to explicitly plan for future failure, more at the level of the institute than at the level of the economy:
-The board wants to build consensus and forge a diverse group of people into a coherent whole. Telling some people that they are marginal would damage this focus.
-If a funding agency finds out that you can withstand an X% cut with vital operations intact, your odds of getting your grant cut by X% skyrocket.
-The board and officers are largely tasked with selling your concept to funding agencies. Given that funding agencies are usually risk-averse in practice (despite being risk-seeking in rhetoric), any suggestion that you might fail makes it harder to get funding.
You are making a conscious effort not to fool yourself. This habit of mind is excellent in a scientist or philosopher, but does not work well in contexts involving leadership, salesmanship, and negotiation.