Seventh law of worker entropy: Difference between revisions

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[[File:Jacquard loom.jpg|450px|thumb|center|An [[jacquard loom|invention]] making life easier, yesterday. Well, in 1804.]]
[[File:Jacquard loom.jpg|450px|thumb|center|An [[jacquard loom|invention]] making life easier, yesterday. Well, in 1804.]]
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In support of the theory, we cite {{author|Peter Thiel}} — who has had the odd small success with tech innovation — whose operating assumption when considering whether to invest is that, to displace competitors and have a reasonable chance of success, a tech product should be ''an order of magnitude'' better than its competitors. Not just a ''bit'' better, but ''ten times'' better.
In support of the theory, we cite {{author|Peter Thiel}} — who has had the odd small success starting up (and, er, shutting down) innovative internet businesses — whose operating assumption when considering an investment is that to see off competition and have a reasonable chance of success, a tech product should be ''an order of magnitude'' better than its competitors. Not just a ''bit'' better, but ''ten times'' better.<ref>{{br|Zero to One: Notes on Startups, or How to Build the Future}}, {{author|Peter Thiel}}</ref>


If you want to change how people do things, ''make life easier for them''.  
And ''definitely'' not ''worse''.


This law is routinely ignored, at great cost to the poor [[subject matter expert]]s on whose heads [[tedium]] inevitable rains down but also, gratifyingly, on the [[software as a service]] vendor whose bright<ref>Not bright.</ref> ideas they hawk to middle managers in the legal [[chief operating office]].  
This is little more than an articulation of the following: if you want to change how people do things, ''make it easier for them''. Not ''harder''.  


Any innovation that, for example, injects a new [[dialog box]], however well-intended — was there ever a [[dialog box]] that ''wasn’t'' well-intended? — into an existing process violates this principle.
For example, the punched-card-controlled [[Jacquard loom]] (pictured) made life inestimably easier for Parisienne couturiers who fancied intricately woven silken fabrics. The machine took off. Two hundred years later, you are reading this very article on its direct descendant. I dare say M. Jacquard would be as surprised as you are.
 
So to the inverse: ''any'' “innovation” that, for example, injects a new [[dialog box]] into an existing process, or requires a [[user]] to take some additional action, however well-intended — was there ever a [[dialog box]] that ''wasn’t'' well-intended? — makes life ''harder'', however exciting the prospect of enhanced [[MIS]] that comes from having the [[user]]s repetitively click it may be.


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*[[Technological unemployment]]
*[[Technological unemployment]]
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{{c|cosmology}}
{{C|Laws of worker entropy}}

Latest revision as of 23:22, 10 June 2022

Office anthropology™
An invention making life easier, yesterday. Well, in 1804.
The JC puts on his pith-helmet, grabs his butterfly net and a rucksack full of marmalade sandwiches, and heads into the concrete jungleIndex: Click ᐅ to expand:
Work anthropology
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Sign up for our newsletter — or just get in touch: for ½ a weekly 🍺 you get to consult JC. Ask about it here.

The JC’s seventh law of worker entropy states that successful inventions do not make things harder. The JC asserts, without evidence but, he feels, without needing it — for it is an a priori truth as certain as arithmetic or natural selection — there has been no successful innovation in design, commerce or technology in the history of civilisation itself that made life more tedious, difficult, frustrating or inconvenient than it already was.

In support of the theory, we cite Peter Thiel — who has had the odd small success starting up (and, er, shutting down) innovative internet businesses — whose operating assumption when considering an investment is that to see off competition and have a reasonable chance of success, a tech product should be an order of magnitude better than its competitors. Not just a bit better, but ten times better.[1]

And definitely not worse.

This is little more than an articulation of the following: if you want to change how people do things, make it easier for them. Not harder.

For example, the punched-card-controlled Jacquard loom (pictured) made life inestimably easier for Parisienne couturiers who fancied intricately woven silken fabrics. The machine took off. Two hundred years later, you are reading this very article on its direct descendant. I dare say M. Jacquard would be as surprised as you are.

So to the inverse: any “innovation” that, for example, injects a new dialog box into an existing process, or requires a user to take some additional action, however well-intended — was there ever a dialog box that wasn’t well-intended? — makes life harder, however exciting the prospect of enhanced MIS that comes from having the users repetitively click it may be.

See also

References

  1. ↑ Zero to One: Notes on Startups, or How to Build the Future, Peter Thiel
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