"You seem to be saying that, if an individual is a member of a team, they a) cannot do _anything_ outside the context of that team and b) they can't belong to any other teams. That's a very strange set of conditions to imply. Just because you're an employee of the NSA does not mean you can't use your math skills to design a better horse trailer (assuming the NSA doesn't design horse trailers ...)."
A professional avoids doing things outside of the stated goals of a team because their consulting rates or salary is in part a function of their productivity, and further belonging to other teams makes risks making them less potent on their primary efforts. Some teams tolerate outside interests, e.g. at one point Google let people work ~10% on their own projects), but the other ~90% ends-up being team goals. Bottom line is that multitasking is less efficient than batch processing. Of course, what one does is find teams that best match for one's interests. Teams that lack focus tend to run out of money and disappear. So better to participate in several smaller, efficient and well-matched teams rather one big team that spends money in a careless fashion or has team members that are non-committal or insufficiently skilled. Marcus ________________________________ From: Friam <friam-boun...@redfish.com> on behalf of glen ? <geprope...@gmail.com> Sent: Thursday, October 27, 2016 3:32:50 PM To: The Friday Morning Applied Complexity Coffee Group Subject: Re: [FRIAM] Memo To Jeff Bezos: The Most Productive Workers Are Team Players, Not Selfish Individualists | The Evolution Institute You seem to be saying that, if an individual is a member of a team, they a) cannot do _anything_ outside the context of that team and b) they can't belong to any other teams. That's a very strange set of conditions to imply. Just because you're an employee of the NSA does not mean you can't use your math skills to design a better horse trailer (assuming the NSA doesn't design horse trailers ...). Granted, lots of employers include noncompete clauses in their employment contracts. But they're usually limited to a domain and time and space ranges. So, an individual still has most of their repertoire available to them outside any 1 team to which they belong. I can see a situation where, if you simultaneously join too many teams with noncompete contracts, then your ability to act as an individual will shrink. But my guess is the extent to which any particular team can claim exclusive right to a particular skill/trait of its members is very limited. And I also guess that individuals only have a limited number of teams they can possibly commit to. On 10/27/2016 02:11 PM, Marcus Daniels wrote: > Sure I can have more power, but I'm not learning anything more about the > world or really getting any better -- the exercise of that power is confined > to an arena that is closed and not significantly mutable nor redefinable by > me. And sure, skills are honed, but at the end of the day it is still > selling out. -- ? glen ============================================================ FRIAM Applied Complexity Group listserv Meets Fridays 9a-11:30 at cafe at St. John's College to unsubscribe http://redfish.com/mailman/listinfo/friam_redfish.com
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