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Template:M intro design org chart: Difference between revisions
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Because we can see [[form]] easily, we imbue it with meaning. We assume the fixed connections we draw between the vertices of our institutions ''matter'': that they ''are'' “structural”, because we ''say'' they are. | Because we can see [[form]] easily, we imbue it with meaning. We assume the fixed connections we draw between the vertices of our institutions ''matter'': that they ''are'' “structural”, because we ''say'' they are. | ||
The [[org chart|organisation chart]] places every soul in the firm in a logical, hierarchical relation to everyone else, each one’s licence and professional life force ultimately emanating from the splayed fingers of the [[chief executive officer]]. This sacred schematic implies that its spidery lattice of supply-lines, command-chains and communication channels are the ones in the organisation that ''matter''. | |||
The JC has a contrarian view: these are the communication lines that matter ''least''. These are the architecturally planned walkways: what matters are the [[desire path]]s | |||
===What you see is all there is=== | ===What you see is all there is=== | ||
Management focuses on its [[formal]] structure, made flesh in reporting lines, because ''that is what it sees''. Reporting lines are “[[legible]]”. Measurable. [[Audit|Auditable]]. You can count and optimise [[spans and layers]]. | Management focuses on its [[formal]] structure, made flesh in reporting lines, because ''that is what it sees''. Reporting lines are “[[legible]]”. Measurable. [[Audit|Auditable]]. You can count and optimise [[spans and layers]]. | ||
But reporting lines are the most sclerotic, rusty and ''resented'' communication channels in the organisation. They are the “keep off the grass” signs; vain attempts to coerce inferior modes of communication over better ones, for if they really were the best lines of communication, you wouldn’t ''need'' to formalise them. | But reporting lines are the most sclerotic, rusty and ''resented'' communication channels in the organisation. They are the “keep off the grass” signs; vain attempts to coerce inferior modes of communication over better ones, for if they really were the best lines of communication, you wouldn’t ''need'' to formalise them. They would just ''happen''. | ||
But they don’t. | But they don’t. | ||