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 {{a|devil}} Newsletter cribnotes
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+===[[Modernism]], formalism===
+Vertex Vs  edge
+Text vs meaning
+Formal versus informal
+Tool versus application
+Innate Vs emergent
+Obvious versus subtle
+Simple versus complex
+Quantitative Vs qualitative
+Calculated versus interpreted
+Static versus dynamic
+Noun versus verb
+Trees v wood
+Permanent versus emphemeral
+====Illusion of permanence====
+*'''[[Ship of Theseus]]''':We see that even many of the markers we treat as permit are in fact temporary Colin the dread Pirate Roberts affect: the personnel populating a corporation change from time to time. The corporations devotion to the formal memes that successive individuals are progressively more constrained.
+Likewise institutions comma corporations merge comedy,, change business models, moving to different markets.
+====The illusion of significance====
+Because we can see the formal structures easily we tend to attribute significance to them and the relationships between them full stop for example the organisation chart: this places every person in a firm in a logical relationship to everyone else comma and can be neatly and easily controlled, that's not to say many organisation charts become positively Byzantine.
+There is much management theory around optimal organisation charts no more than 5 layers of management; no more than 5 direct reports and so on. But this is largely to miss the map for the territory. Often the reporting lines of the most sclerotic interactions in the entire organisation and it's entirely missus the lateral communications and interactions that make up the firms actual day-to-day operations. Perfect fit blinds are more interaction constraint rather than indicators of interaction. An organisation chart is a static map of firm as it is configured before interacting or doing anything. They are the plan that everyone has before and gets punched in the face.
+They are the thing that largely impedes the firm from interacting freely konan last observation that agile requires the removal of layers, this establishment of silos, and the decluttering of the organisational structure. For a modernist, this is inevitably a scary prospect: the modernist Theory is that the machine can be centrally controlled from the top; therefore the more organisational structure the better.
+The agile Theory is that both risks and opportunities arise unexpectedly, emerge from places unanticipated by a management structure comma and therefore the design principle is to allow people at the the coalface maximum flexibility 2 to reacts to those risks and opportunities. That's the imperative is to have the best people with the best equipment at the coalface. Compared to the modernist view, which is that as long as the structure is correct the quality of the people in any of the positions on the organisational structure is immaterial as they have predefined roles to perform.
+So to understand a business one needs not understand it's formal structure, but it's informal structure home other people you need to get things done semicolon to break through logjam, to ensure people are on side? These lines will not show up in any organisational structure.
+They are not what James c Scott would describe as legible.
 ===Turtles===