82,891
edits
Playbook: Difference between revisions
no edit summary
Amwelladmin (talk | contribs) No edit summary |
Amwelladmin (talk | contribs) No edit summary |
||
| Line 1: | Line 1: | ||
{{G}}{{A|negotiation|}} | {{G}}{{A|negotiation|}} | ||
A [[playbook]] is a comprehensive set of guidelines, policies, rules and fall-backs for the [[legal]] and [[credit]] terms of a {{t|contract}} that you can hand to the school-leaver in Bucharest to whom you have off-shored your [[master agreement]] {{t|negotiation}}s. She will need it because, being a school-leaver from Bucharest, she won’t have the first clue about the [[Subject matter expert|subject matter]] of the [[negotiation]], and will need to consult it to decide what do to should her counterparty object to any of the preposterous terms your [[risk controller|risk]] team has insisted go in the first draft of the {{t|contract}} | A [[playbook]] is a comprehensive set of guidelines, policies, rules and fall-backs for the [[legal]] and [[credit]] terms of a {{t|contract}} that you can hand to the school-leaver in Bucharest to whom you have off-shored your [[master agreement]] {{t|negotiation}}s. She will need it because, being a school-leaver from Bucharest, she won’t have the first clue about the [[Subject matter expert|subject matter]] of the [[negotiation]], and will need to consult it to decide what do to should her counterparty object<ref>As it will certainly do, to all of them.</ref> to any of the preposterous terms your [[risk controller|risk]] team has insisted go in the first draft of the {{t|contract}}. | ||
[[Playbook]]s derive from a couple of mistaken beliefs: One, that a valuable business can be “solved” and run as an [[algorithm]], not a [[heuristic]];<ref>This is a bad idea. See {{author|Roger Martin}}’s {{br|The Design of Business: Why Design Thinking is the Next Competitive Advantage}}.</ref> and two, that, having been solved, it is a sensible allocation of resources to have a cheap and stupid human being run that process rather than a machine.<ref>Assumption two in fact falsifies assumption one. If it really is entirely mechanistic, there is absolutely no reason to have a human operating the process.</ref> | [[Playbook]]s derive from a couple of mistaken beliefs: One, that a valuable business can be “solved” and run as an [[algorithm]], not a [[heuristic]];<ref>This is a bad idea. See {{author|Roger Martin}}’s {{br|The Design of Business: Why Design Thinking is the Next Competitive Advantage}}.</ref> and two, that, having been solved, it is a sensible allocation of resources to have a cheap and stupid human being run that process rather than a machine.<ref>Assumption two in fact falsifies assumption one. If it really is entirely mechanistic, there is absolutely no reason to have a human operating the process.</ref> | ||
In {{author|Thomas Kuhn}}’s | In {{author|Thomas Kuhn}}’s argot<ref>{{br|The Structure of Scientific Revolutions}}. Brilliant book. Read it. </ref> playbooks are “[[normal science]]”: They map out the discovered world. They contain no mysteries or conundrums. They represent tilled, tended, bounded, fenced, arable land. Boundaries have been set, tolerances limited, parameters fixed, risks codified and processes fully understood. | ||
[[Playbook]]s are [[algorithm]]s for the [[meatware]]: they maximise efficiency when operating within a fully understood environment. They are inhabited exclusively by [[known known]]s. No [[playbook]] will ever say, “if the counterparty will not agree this, make a judgment about what you think is best.” All will say, “any deviations from this requirement must be approved by [[Litigation]] and at least one [[Credit]] officer of at least C3 rank.” | [[Playbook]]s are [[algorithm]]s for the [[meatware]]: they maximise efficiency when operating within a fully understood environment. They are inhabited exclusively by [[known known]]s. No [[playbook]] will ever say, “if the counterparty will not agree this, make a judgment about what you think is best.” All will say, “any deviations from this requirement must be approved by [[Litigation]] and at least one [[Credit]] officer of at least C3 rank.” | ||