Making Sense of Trump v Carney – a Fantasy Thought Experiment

Like many people today, I’m trying to make sense of what’s going on between Trump and Carney. I found inspiration in a short, funky video where two economic thinkers – John Maynard Keynes and Friedrich Hayek – are portrayed as party guests and their competing philosophies are explained in a rap-style battle. One says, ‘People are leaving – turn the music up and keep the party going.’ The other replies, ‘The party itself caused the mess – shut the bar and deal with your hangover.’ That theoretical argument never ended. It just reappeared in modern politics.

Donald Trump talks like the host who refuses to let the party die. If markets wobble, he wants lower rates. If growth slows, he pushes stimulus. If institutions resist, he wants different people in charge. It’s confidence-first and momentum-driven – very Keynesian in spirit.

Mark Carney sounds different. At Davos, he didn’t threaten markets or moralize. He calmly described what happens when rules weaken and trust erodes. Markets didn’t panic – they recalculated. That’s the Hayekian warning in spirit – not ideology, but restraint.

The contrast is simple: Trump promises to keep the party going, while Carney worries about whether the living room floor can take it. But it doesn’t have to be a choice.

Imagine a world where they don’t try to convert each other. Instead, they work together. Trump would create momentum – confidence, investment, urgency, visible growth. Carney would supply the guardrails – calmness, credibility, institutional independence, and boring but trusted rules. Trump supplies energy, Carney supplies stability.

That balance is what I want, and I believe most everyday people want it too: progress they don’t have to constantly worry about. Now for the fantasy – not as a proposal, but as a way of thinking. Let’s call it a thought experiment: clearly unrealistic but revealing.

What if Carney ran the U.S. Federal Reserve? Not literally. Not politically. This isn’t a prediction or a proposal. It’s a way of asking: what kind of system behaviour do people like Carney represent – and why does it feel stabilizing when someone like Trump is around?

In this imagined world, Trump is still Trump. He pushes growth, speed, and visibility. He talks confidently. He absorbs political risk. He doesn’t suddenly become cautious or technocratic. But the Federal Reserve is run by someone with Carney’s instincts. What changes is not ideology — it’s boundaries.

In this fantasy, Trump still says, ‘I want growth.’  The Fed still says, ‘Interest rates are set by data.’ And markets believe both statements at the same time. Carney doesn’t promise lower rates. He doesn’t time decisions to politics. When the data is marginal – could go up, could go down – he defaults to protecting trust, not pleasing anyone.

That behaviour has real effects: markets stop guessing about political interference; long-term interest rates stabilize; fewer sudden mortgage shocks hit households; inflation risk is addressed before it shows up in grocery bills. Nothing dramatic happens. And that’s the point.

Sadly, this is a fantasy – and highly unlikely to go much further than my attempt to make sense of the world today. For the record, I’m still confused and concerned.

Video Credit: Fear the Boom and Bust: Keynes vs. Hayek (2010), created by John Papola and economist Russ Roberts.

PS Real economists would probably argue that it’s not appropriate to describe Trump as purely Keynesian or Carney as purely Hayekian. Neither is pure – but my interpretation of the contrast seems fair, at least for this fantasy experiment.

PPS This article reflects my personal views and is not intended as a political statement, nor does it represent the views of my employer, clients, or any affiliated organizations

RIP Lou Gerstner – IBM Whisperer

I was saddened to hear of the passing of Lou Gerstner who was CEO of IBM beginning in 1993. He was a powerful force and the first IBM CEO recruited from “outside.” Arguably he saved the company.

For those who didn’t live through it, it’s hard to convey just how close IBM came to disaster in those days – before Lou arrived. I was there. We knew we had a problem. The question was whether we were willing to face it.

I remember a meeting of Canadian sales managers – Toronto, circa 1990 – where a senior executive opened the event by reading a sombre ‘press release…’ IBM was being purchased by a Japanese company. Job loss was inevitable.

You could hear a pin drop.

After a few heavy minutes, the charade was exposed – it wasn’t real. “This could happen, and it will if we don’t change” we were told. It was a powerful lesson in creating a true burning platform.

I joined IBM Canada as a Sales Representative and Sales Manager in 1981, before Lou took the helm. A decade later I later became National Manager of Market Driven Quality. I was on the turnaround team. I remember organizing customer focus groups across Canada. Many were brutal. Customers were angry. We had stopped listening – and it showed.

The crisis wasn’t only cultural. We also failed to fully understand the rise of the PC and the importance of selling services. Big Blue sold big iron. But the market had already shifted. Lou Gerstner understood these forces. He knew that transformation requires a sense of crisis. He forced IBM to confront reality – and change.

IBM was my first real job, and an incredible one for which I am truly grateful. Great customers. Exceptional colleagues. Superior products. And a front-row seat to a remarkable turnaround.

Rest in peace, Lou.

Image Source: Globe and Mail and Kathy Willens/ Associated Press

Lou Gerstner Speaking