Now, in the US, even the simplest doctor visit involves 3-4 contact points. The case of the lawyer in NY illustrates this: for a moderately complex healthcare need, you're likely to encounter half a dozen people at *each* escalation as you're passed around and upwards.
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Still doesn't solve the peculiar path costs here, where each step of handling/mishandling increases contagion risks. When this is over, modeling the "path risks" of a misrouted "case" will make a good PhD thesis in operations research for the right kind of thinker.
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Specific point on the materiality of "seeing like a state" theory applied to pandemics: microbes are *by definition* impossible to see without a microscope. It's literally an org battling microscopic realities that macro-humans present at best via confusing emergence.
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This feature is shared in other orgs that are oriented around microscopic realities. At Xerox it took me a long time to realize that the entire company was oriented around the micro-properties of toner, which isn't obviously the key element when you look at photocopier machines.
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Another example is silicon/microprocessor industry. Takes at least a year to wire your head around the sub-14-nm scale mental models of lithography.
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Seeing Like a State, Microscopy Edition. There's also Seeing Like a State, Telescopy edition, which I encountered during PhD work on NASA's interferometric telescopes program. Wrapping head around lightyears/thousands of kilometers as baselines. But I digress...
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End of conversation
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ATC process/procedures/training changes slowly to assure the whole system is consistent with any particular change. How does that work for rapidly changing situations?
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