For hard problems that take a lot of working memory and a big knowledge base I
think teams are hard to scale. Rather than making long-term commitments to a
few people that can tackle the hard problems over time, organizations tend to
favor easier to decompose problems than can fan out to more
OK. I agree pretty much with what you say below. But that's more of a statement
about the application of resources, not the efficacy of teams. Humans, being
complex machines with diverse phenotypes are best applied to multifarious
problems. As automation takes over tasks, the displaced humans sh
"I don't understand what you're saying, here. Are you saying that
professionals don't, say, bake cookies for the PTA or their kid's baseball
team? Obviously you're not saying that."
I am talking about the major compromises people make to make it up the
corporate ladder or beat out their comp
Here's an idea, to help clarify the discussion. Could you choose a thread
you like and try to make an article or post from it?
That'd give us an idea of your goal. There are a lot of possibilities, I
think.
-- Owen
On Wed, Oct 26, 2016 at 11:03 PM, Nick Thompson
wrote:
> Dear everybody,
>
>
On 10/27/2016 04:06 PM, Marcus Daniels wrote:
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
"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 u
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
Teams can give individuals more power, but they can discourage work that is
novel. Often dense or clever things are seen as irrelevant because the context
of applicability is not obvious. Sure I can have more power, but I'm not
learning anything more about the world or really getting any be
OK. But by making that argument, you've ceded the necessary assumption within
your original argument. At this point, we're agreeing on the gist and
disagreeing on minor embellishments. Teams, in the overwhelming majority of
cases, increase the individual agency/power of the team members. As
All roads leading to Rome does not imply sufficiency of transportation in
general. At some point someone might propose, "I'd like to visit my family in
Astana and would like a road so that I don’t have to take a camel from
Casablanca", and then they'd look at the map and see that Pisa lacked a
Heh, you're piling over-simplificatino on top of over-simplification. If all
roads lead to Rome, people would find it trivially easy to "change lanes" and
go to any other place in the world by that road that leads _from_ Rome. And
it's the very exploitable nature of the more complex structure
"Viewing such biasing as _limiting_ is a fundamental problem."
If all roads lead to Rome, that's where people will end up. Of course, it is
very exploitable, and one can get very good at gaming such a system.The
agency one gains from doing so can give one the impression they are freer than
No, governance does not imply limitations to autonomy. It biases autonomy.
For example, if the team creates roads upon which we can drive, it puts in
place rules for what types of behaviors are appropriate for those roads (no
DUI). But it simultaneously opens up lots of behaviors the individ
“I have gotten involved in email exchanges on FRIAM and elsewhere that were so
good that I wanted to save them in chronological order and perhaps edit them
into some kind of text for the authors to present elsewhere.”
If you think there is value in some discussion, a better thing to do IMO is
s
"But you're assuming that being a member of a team, prevents you from operating
as an independent agent. That's just not true."
Teams have governance and process. Governance implies limitations to autonomy.
Process takes time and effort.These things have to be worth it. Sometimes
they a
Hi Owen, Hi everybody,
Oh, I love it when you-guys talk dirty. My citizen imagination LEAPS to the
idea of a vanilla welcome. And a popup that offers incognito, Oh MAN! I would
eat that pop-up and wander the streets of Santa Fe as invisible as a ghost.
Or is that a pop-over?
Is th
Oh, forgot: Techies who beam into medium should use an incognito window so
that it shows its vanilla welcome page, not one based on your internet
profile. Maybe true for all of us. Chrome: click on the url with the ctl
key down and a popup will offer incognito as an option.
-- Owen
On Thu, Oct
I'm sure there is a reasonable solution, but would require effort, an
editorial role.
If you do start putting snippets together, I'd recommend
https://medium.com/ as the site to use. It's outlook is less bloggy and
more chatty, yet your posts can be organized under your name or a tag.
They also
But you're assuming that being a member of a team, prevents you from operating
as an independent agent. That's just not true. Team membership doesn't
redesign the individual from the genes up. It simply changes the context in
which the individual behaves. And most team contexts are not as z
"The point of the article (and even, to a lesser extent, the research cited) is
that teams enlarge the solution space, increase the degrees of freedom. With a
team, there are more paths to success than with an individual. And often,
those paths are occult. "
And there are even more occult pat
I tend to think humans are mostly (~70%) defined by context. This implies that
the core ideas behind things like personality, IQ, skills, etc. are delusions.
Our identities and all the "derived traits" like introvertedness or kindness or
sexuality are fluid. If these traits seem robust (obta
Your argument would be more defensible if you made it clearer that this is
merely one possible abuse of the concept of a team. But I don't think your
over-simplification is ever true, even if a manager or organization tried to
make it so (consciously or not). The point of the article (and eve
Nick --
Look at https://storify.com/
-- rec --
On Wed, Oct 26, 2016 at 10:03 PM, Nick Thompson
wrote:
> Dear everybody,
>
>
>
> On several occasions, this one included, I have gotten involved in email
> exchanges on FRIAM and elsewhere that were so good that I wanted to save
> them in chronolo
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