Template:M intro design org chart: Difference between revisions

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Template:M intro design org chart (view source)

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:—{{Buchstein}}, ''[[Die Schweizer Heulsuse]]''}}{{d|Org chart|/ɔːg ʧɑːt/|n|}}
:—{{Buchstein}}, ''[[Die Schweizer Heulsuse]]''}}{{d|Org chart|/ɔːg ʧɑːt/|n|}}


A [[formal]] portrait. A still life. 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.
A [[formal]] portrait. A still life. 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. The [[org chart]] is a formal diagram that places everyone in a logical, hierarchical relation to everyone else, reporting lines radiating out and down from the the splayed fingers of the [[chief executive officer]]. It is a centrally-sanctioned, aspirational, blueprint: to the executive suite what the “built environment” is to the town planner: a plausible account of how the organisation is ''meant'' to work.


===[[Form]], not [[substance]]===
===[[Form]], not [[substance]]===
“[[Desire lines]]” are the paths we make when our “built environment” lets us down.<ref>Nicely put by Steve Bates in “Lines of Desire”, ''{{plainlink|https://issuu.com/warrendraper/docs/doncopolitan_rosy2_issue__online_|Doncopolitan}}'', July 2014 </ref>
“[[Desire lines]]” are the informal pathways we make when our “built environment” lets us down.<ref>Nicely put by Steve Bates in “Lines of Desire”, ''{{plainlink|https://issuu.com/warrendraper/docs/doncopolitan_rosy2_issue__online_|Doncopolitan}}'', July 2014 </ref> They cross open ground, emerging over time as individuals make their own judgments as to the best and most convenient routes, often ignoring central planning and its designed pathways.
Informal pathways across open ground that emerge as individuals make their own judgments over time of the best and most convenient routes, often while ignoring central planning and designed pathways.


The [[org chart]] is a formal diagram that places everyone in a logical, hierarchical relation to everyone else, reporting lines radiating out and down from the the splayed fingers of the [[chief executive officer]]. It is a centrally-sanctioned, aspirational, blueprint: to the executive suite what the “built environment” is to the town planner: a plausible account of how the organisation is ''meant'' to work.
Org charts, being a [[the map and the territory|a map and not the territory]], and tells you as much about what the organisation does as an ordinance survey map tells you what the weather will be like or what’s on at the cinema. It contains no ''desire lines'': the communication channels the firm’s personnel willingly open because they ''want'' to, or ''need'' to, to get anything done.  
 
But, being a [[the map and the territory|a map and not the territory]], and tells you as much about what the organisation does as an ordinance survey map tells you what the weather will be like or what’s on at the cinema. It contains no ''desire lines'': the communication channels the firm’s personnel willingly open because they ''want'' to, or ''need'' to, to get anything done.  


(Don’t underestimate the importance of the “want” in that calculus, by the way: there is always a choice as to whom you call to get a given job done. All other things being equal, we choose the dude over the bore. It is reflexive: over time dudes field more calls get more experience build better networks and give better outcomes: “want” converges with “need”. ''Lesson: if you want to get ahead, don’t be a dork.'')
(Don’t underestimate the importance of the “want” in that calculus, by the way: there is always a choice as to whom you call to get a given job done. All other things being equal, we choose the dude over the bore. It is reflexive: over time dudes field more calls get more experience build better networks and give better outcomes: “want” converges with “need”. ''Lesson: if you want to get ahead, don’t be a dork.'')
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