Our modern existence depends on things we can take for granted. Cars run on gas from any gas station, the plugs for electrical devices fit into any socket, and smartphones connect to anything equipped with Bluetooth. All of these conveniences depend on technical standards, the silent and often forgotten foundations of technological societies.The objects that surround us were designed to comply with standards. Consider the humble 8-by-16-inch concrete block, the specifications of which are defined in the Masonry Society’s “Building Code Requirements and Specification for Masonry Structures.”

This book distills centuries of knowledge about the size and thickness of blocks, seismic design requirements and the use of materials like concrete, glass and mortar. Professionals worked through committees organized by the American Concrete Institute, American Society of Civil Engineers and the Masonry Society from 1977 to 1989 to foster consensus around this single national standard.The number of technical standards that go into some products is astonishing, and the complexity of the methods used to create these standards is perhaps even more remarkable. A 2010 study found that a laptop computer incorporates 251 standards. Companies such as I.B.M. and Microsoft created some of these standards — but only 20 percent of them. The other 80 percent of the laptop’s standards were developed by private or nongovernmental organizations that facilitate collaboration and cooperation among technical experts.

These facts should prompt some reflection about the exercise of power in a technological society: Amid concerns about the excesses of market power and government regulation, nobody seems to worry much about the private groups of experts who created 80 percent of the laptop’s standards. Standards created this way, known as the “voluntary consensus” process, are ubiquitous. They range from technologies like electrical plugs, lumber and concrete, to rules and certifications for food safety and environmental sustainability, to more personal matters such as definitions of health and disease.The basic irony of standards is the simple fact that there is no standard way to create a standard, nor is there even a standard definition of “standard.” There are, however, longstanding ways that industries and nations coordinate standardization efforts. In the United States, the system of voluntary consensus standards is coordinated by ANSI, the American National Standards Institute.

The standards-development organizations accredited by ANSI follow a bottom-up process. It begins when someone proposes a draft standard, which then goes through a period of public comment. A panel of stakeholders and interested parties then seeks to resolve points of friction. Eventually this process, which often takes years, results in a final published standard.

ANSI was first known as the American Engineering Standards Committee, which was created to address rampant incompatibility throughout American industry. (It was eventually reconstituted in 1966 and took on the name ANSI in 1969.) Its founders came from engineering organizations and departments of the federal government that all published their own standards, which were of limited value because they varied from group to group. The consequences could be catastrophic, as with the 1904 fire that destroyed much of downtown Baltimore: Buildings could have been saved if fire departments from neighboring cities had hoses that fit Baltimore’s fire hydrants.

The Engineering Standards Committee’s solution to technical incompatibility was to get organized. At its first meeting, in 1918, it created a process where people could work out the details of technical specifications and agree to carry them out. The structure of the standardization panels balanced producers and consumers — that is, makers and users of technologies — so that no single company could dictate the outcome. This method incorporated advice from British engineers, who had created a similar organization a decade earlier, and reflected lessons from World War I, where cooperation among engineers led to technological and humanitarian accomplishments. During the war, Herbert Hoover, who was then head of the United States Food Administration, coordinated farming and business interests, as well as the automobile, railroad and shipping industries, to provide food for America and its allies.