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Just as the laws of physics aren’t useful when actually sailing a boat, nor chemistry when trying to heal a patient, I don't find any of the [idealised work] models much use at the coalface of organisations. - Open Management
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If you don’t obey the law of physics, you possibly don’t survive sailing the boat. What’s the point you’re trying to get across here?
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I don't need to know the laws of physics to sail a boat. They dont come up in discussion while sailing one. To do modern design of a boat, or even to optimise sailing technique, they inform the discussion, especially at the leading edge. But day to day sailing, nah.
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if the position is that people do not know the names of the theory(ies) they are enacting, ok sure. Even though they don't know the name (or the law), if they are talking about the phenomenon, they are talking about the phenomenon.
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I had a manager that once told me” Alidad I don’t understand why you need to know the theory of things before you do it. I’m an action man”.I told him, everyone have a theory of action, you just don’t explicitly know it and are allowing your autopilot to decide for you.
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The flip side is that work-as-imagined is always different (sometimes a little, sometimes very) from work-as-done, and true expertise (which in fairness “action man” managers tend to lack) comes from mastery of the latter—whether or not those experts can explain it!
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Actually, I have a different blog post about the phenomenon being discussed here: commoncog.com/blog/the-right In a complex system, you can’t reason using the rules of the layer below. You have to reason using the rules of the emergent behaviour/layer above it.
Sorry, clarification: you can’t reason using rules of a layer TOO FAR below/above the layer you’re operating at. So re: the learning example, cogsci deals with functional subsystems in the brain, which tends to be useful for learning; whereas neuroscience is just too low level.
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