However, computer decision-making systems have cer tain faults that might severely constrain their

usefulness. Although computers can grind through masses of data, they are not capable of intuition or
creative thought. As scholar Amar Bhide notes, "An innovator cannot sim ply rely on historical patterns
in placing bets on future opportunities." People are much more likely to spot op portunities that lie just
beyond what the data can tell us directly. Also, groups of people working in collabora tion can discuss
and question assumptions and conclu sions. Computers cannot actively consider whether their
programming makes sense or adapt automatically when values c

hange