Org chart: Difference between revisions

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 {{a|work|[[File:Org Chart.png|450px|frameless|center]]}}{{d|Org chart|/ɔːg ʧɑːt/|n|}}
-A glib schematic that tells you everything you don’t need to know about an organisation, but which the organisation treats as the most utmost secret.
+A glib schematic that tells you everything you don’t need to know about an organisation, but which the organisation treats as its most utmost secret.
+===Form, not substance===
+{{quote|“What you see is all there is.”
+:— {{author|Daniel Kahneman}}}}
+{{quote|“Der Teufel steckt im Detail. Gott ist in den Lücken.”<ref>''The Devil is in the detail. God is in the gaps''.</ref>
+:—{{Buchstein}}, ''[[Die Schweizer Heulsuse]]''}}
-Because we can see the formal structures easily we tend to imbue them with significance, and assume the static connections between the formal structures are what matters. For example the [[org chart]]: this places every person in a firm in a logical, hierarchical relationship to everyone else, and can be neatly and easily controlled, that’s not to say many organisation charts become positively Byzantine.
+Because we can see [[form]] easily, we imbue it with meaning. We assume static connections between vertices on the formal architecture matter: that they are “structural”, because they ''say'' they are.
+Take the [[org chart]]: this places every person in a firm in a logical, hierarchical relationship to everyone else, and can be neatly and easily controlled, that’s not to say many organisation charts become positively Byzantine.
 There is much management theory around the relationship of “spans” and “layers”<ref>[https://www.google.com/search?q=spans+and+layers Let me google that for you].</ref> optimal organisation charts no more than 5 layers of management; no more than 5 direct reports and so on. This, from [https://peoplepuzzles.co.uk/news/ive-got-too-many-direct-reports/#:~:text=Around%20five%20direct%20reports%20seems,really%20hold%20the%20business%20back People Puzzles], is pretty funny: