82,891
edits
Substance and form: Difference between revisions
no edit summary
Amwelladmin (talk | contribs) No edit summary Tags: Mobile edit Mobile web edit |
Amwelladmin (talk | contribs) No edit summary |
||
| Line 33: | Line 33: | ||
===Format as a priority over purpose=== | ===Format as a priority over purpose=== | ||
The paradox of fashion. The community will from time to time be gripped by a delusion that an innovation has worth in and of itself, regardless of the purpose to which it is put, or the value that it generates. This is part of the explanation for the front part of the [[Gartner peak inflated expectations curve]]: people are fundamentally mediocre, unimaginative, but very good at glomming onto another idea and riding it on a wave of collective credulity. The dot-com boom, the NFT phenomenon, and the current conviction that blockchain will change the world are examples of this. | The paradox of fashion. The community will from time to time be gripped by a delusion that an innovation has worth in and of itself, regardless of the purpose to which it is put, or the value that it generates. This is part of the explanation for the front part of the [[Gartner peak inflated expectations curve]]: people are fundamentally mediocre, unimaginative, but very good at glomming onto another idea and riding it on a wave of collective credulity. The dot-com boom, the NFT phenomenon, and the current conviction that blockchain will change the world are examples of this. | ||
See also Fashion as the fastest layer in the [[pace layering]] model. | |||
===As the culmination of 20th century rationalism === | ===As the culmination of 20th century rationalism === | ||
The ultimate expression of modernism. Le | The ultimate expression of modernism. Le Corbusier, [[The Death and Life of Great American Cities|Robert Moses]], {{Br|Seeing like a State}} and the [[modernist]] [[self-perpetuating autocracy|self-perpetuating autocracies]] of the international capital markets. | ||
[[Formal]] structure is rewarded progressively: it is axiomatic that the further up the formal hierarchy one rises, the more valuable to the organisation you are, and the better remunerated you must be. The irony is that actual revenue generation and customer interaction happens to the bottom of the hierarchy. The interactions necessary to generate product and therefore revenues necessarily cross hierarchical structures. These interactions and relationships are that necessarily informal and are not well monitored or understood by the formal structure. They will typically take place in junior and operational departments. From a formal perspective these personnel are not significant — they are too busy managing client relationships to occupy formal positions in the internal hierarchy — and are therefore usually the first candidates for [[Juniorisation|juniorising]] and offshoring. | |||
Dust those who seek the substantive business of the organisation are typically underqualified and under-resourced to do it. They will tend to make errors and misapprehend, leading to the imposition of formal controls and structures, requiring more formal oversight and management, and demanding less experience and expertise, therefore further accentuating the drift between formal and informal staff. | Dust those who seek the substantive business of the organisation are typically underqualified and under-resourced to do it. They will tend to make errors and misapprehend, leading to the imposition of formal controls and structures, requiring more formal oversight and management, and demanding less experience and expertise, therefore further accentuating the drift between formal and informal staff. | ||