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by anjc
1967 days ago
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What Bill's talking about applies to artists/craftspeople/experts in a niche. Organisations are vastly more complicated than composition of music, in that many thousands of experts are needed to work together, each with their own unique expertise, versus just 1 for composition. Managers are needed to communicate between these experts, and it should go without saying that it's impossible for them to have the same expertise as each of the 2-1000s of experts under them. > I think we are making a lot of wrong decisions at the moment due to this stubbornness to understand the actual types of problems we're trying to solve Almost certainly you don't understand the types of problems your manager needs to solve also. |
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A garden, being big or small, is still chaos: not that there's no order, but that there's different species (animal, vegetal, mineral) that coexist and upon which coexistence you can plan some sort of order.
But that plan and that order is purely the product of both what you, as a gardener/manager have in mind, and what the species can and let you do with them.
If you don't have a good understanding of what you can or cannot do with what you have (the framework), and what level of engagement is required from you (let it flow or actively intervene/change/break rules). And if you don't know people that are experts/practitioners as you are, that may help you - you may by chance have something nice/according to plan. Or not at all.
Well, music/craft/painting can also be (and is often) the result of a complex organization/network, when you take all the elements in place to obtain something: you, your skills, your desire, your tools (and those that build them and can help you), your fellow artists.
What Bill's talking about sound like a particular perspective on the Donning-Kruger effect, that applies to both small scale (managing single-person projects) and large scale (managing at large in an org).