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Template:M intro design org chart: Difference between revisions
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Revision as of 23:54, 10 August 2023
, 10 August 2023→What you see is all there is
Amwelladmin (talk | contribs) (Created page with "{{quote|What you see is all there is. :— {{author|Daniel Kahneman}}}} {{quote|Der Teufel mag im Detail stecken, aber Gott steckt in den Lücken.<br>''“The Devil may be in the detail, but God is in the gaps.”'' :—{{Buchstein}}, ''Die Schweizer Heulsuse''}}{{d|Org chart|/ɔːg ʧɑːt/|n|}} A glib schematic that tells you everything you ''don’t'' need to know about an organisation, but which it treats as its most utmost secret. ===Form, not [[substance]...") |
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Why? ''Because they wouldn’t do it otherwise and no-one would miss it''. | Why? ''Because they wouldn’t do it otherwise and no-one would miss it''. | ||
Now here is the thing. We have, the JC freely narratises, an epochal battle taking place between experts and technocrats, which the technocrats have, for thirty years, been winning. As we move into the era of artificial intelligence the wear feels like it is in an end-game: no ''Götterdammerung'', but a whimpering out of human expertise, finally beaten down by the irrepressible logic of data. | |||
Communications up and down the chain of command do not advance the [[commercial imperative]], but ''react'' to it. They are validations of things the report already knows; reluctant, strained, for-the-sake-of-it FYIs; updates and postings serving only to spare the manager’s blushes should she be blind-sided by someone else. Vertical communications fulfil formal, not substantive, requirements for order. | Communications up and down the chain of command do not advance the [[commercial imperative]], but ''react'' to it. They are validations of things the report already knows; reluctant, strained, for-the-sake-of-it FYIs; updates and postings serving only to spare the manager’s blushes should she be blind-sided by someone else. Vertical communications fulfil formal, not substantive, requirements for order. | ||
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But as the complicatedness of our organisations has grown we have developed more and more internal “engines” that engage not with the outside world, but with each other, generating their own heat, noise and movement — frictions and vibrations which wear out parts and fatigue the machinery — and which are lost as [[Entropy|entropic]] energy. | But as the complicatedness of our organisations has grown we have developed more and more internal “engines” that engage not with the outside world, but with each other, generating their own heat, noise and movement — frictions and vibrations which wear out parts and fatigue the machinery — and which are lost as [[Entropy|entropic]] energy. | ||
Of course, of course: one must have [[legal]], [[compliance]] and [[internal audit]], but when those departments have their own operational infrastructure and are themselves monitored and audited, the drift from optimal efficiency is plain. [[Internal audit]] must periodically audit ''itself''. But who audits ''that'' function? [[Elephants and turtles|Turtles]] ahoy: we approach an infinite regression. | Of course, of course: one must have [[legal]], [[compliance]] and [[internal audit]], but when those departments have their own operational infrastructure and are themselves monitored and audited, the drift from optimal efficiency is plain. [[Internal audit]] must periodically audit ''itself''. But who audits ''that'' function? [[Elephants and turtles|Turtles]] ahoy: we approach an infinite regression. | ||
===The map and the territory=== | ===The map and the territory=== | ||