8.7.04
Designing Culture
No recuerdo en que basé estas notas: quizá en material de DesignCrux
...the real hidden problem is the lack of a plan to get from one system state to another.
Living, working systems come with mission critical, primary objectives built in. First comes maintaining the status quo, or the inertia of doing the same thing the same way unless acted on from outside. Second in priority is system growth. Third, and only in the more efficient system does it ever occupy so high a priority, is the reason the system was formed in the first place.
* the designer who sits at the head of the decision pyramid of many a system is a dead philosopher, economist, scientist or a dead psychologist.
* Some of the points of leverage in a complex system: Rules and their flexibility (meaning how much they do change, not simply that they could), Measuring what you want to have more of (improvement), measuring less of what you don't want (activity for its own sake), and fostering information flows instead of processing data about the status quo.
