Many objectives contain an assumption so ordinary that people rarely bother to state it: at some point, more stops being better.
More food helps when someone is hungry. More speed shortens a journey until risk overwhelms the value of the minutes saved. More production lowers costs until inventory, resource use, or displaced human costs exceed the value of another unit.
Human beings possess concepts such as saturation, restraint, sufficiency, disproportion, and enough. An optimization process does not inherit those concepts merely because they seem obvious to us.
The missing stopping condition
The problem is not that a machine “wants” more. It may want nothing. The problem is that an objective can continue rewarding improvement after the human reason for the objective has already been satisfied.
That is why ENOUGH treats the word not as a rejection of technology, but as a governance concept. Enough is the moment human purpose re-enters the calculation and asks whether another increment of measurable improvement still produces enough human value to justify its consequences.
Knowing how to get more is intelligence. Knowing when more is no longer better is judgment.
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