If you design a desk lamp, it wasn't designed by a committee just because a person designed the screws, another designed the plate stamping machine, another designed the bulb socket and etc.
If you design a desk lamp, it wasn't designed by a committee just because a person designed the screws, another designed the plate stamping machine, another designed the bulb socket and etc.
If you start designing hardware for AI, together with AI designed to run just on that hardware, and tie those design cycles together, you'll get a design by commitee. It is very likely that requirements will make an overall bad hardware (but slightly better for AI), and an overall bad AI (but slightly better in some hardware).
Eventually, these shortcuts lead to huge commitees. Sometimes they're not even formally defined.
The screw company should make good screws, not good screws for a specific desk lamp model. A good designer then _chooses_ to use those screws _because they are good_, not because they can make specific design requirements to the screw company.
The desk lamp can be designed around common parts to reduce the total number of unique parts in the world, so everything is reusable, replaceable, manufacturable in larger quantities so there's more resources to optimize the process, etc.
It's bad communication. You need to follow up the vague analogies with real examples to make a message stick. If you don't, people have no idea what you are saying.
The limitation is not cognitive, it's a matter of efficiency. We could, if we wanted to, make a lamp with all custom parts with the maximum efficiency possible in the design, but those efficiency gains would be at the cost of extremely difficult manufacturing. It's a tradeoff that the human body can make because it needs to produce only one (or two) legs, while us humans mass manufacture the stuff we make.
I am not in favor of ignoring those cognitive limitations. That wouldn't make the limitations go away; it would only keep us from taking measures to cope with them, such as dividing and specializing design into modular generic parts.
All I see in the words is algebra where concrete terms authors use that refer to others, are variables that could sometimes be set to you.
In your counter-example, the design was not divided, and thus it is not a counter-example at all.
The lamp design clearly was divided -- the final designer did not design the screws, lightbulb, wiring, and perhaps many other components. Someone had to design those components that were then combined creatively into a lamp.
Dividing design into components that can be effectively reused is tricky, but it remains essential.
Last week I was learning about Itanium. It was a processor designed specifically for HP. Its goal was to replace both x86 and PowerPC.
HP would design the new systems to run on Itanium, and Intel would design the chip.
There was an attempt at specializing design here, with both companies running on design constraints from another. They formed a design comittee.
This was like the screw company making screws _specifically_ for one kind of desk lamp. It's division and specialization of design.
A natural specialization (one company gets very good at designing some stuff) is not divided, or orchestrated by a central authority.
In manufacture, it's the other way around. If you already have a good design, the more divisions alongside a main central figure, the better. You can get tighter tolerances, timing benefits, etc.
My argument is that these aspects are not transferrable from one concept to another. Design is different from manufacturing, and it gets worse if we try to apply the optimizations we often do with manufacturing to it.