This excerpt from Science of Discworld 3, from a chapter titled “A lack of sergeants” somehow resonates in light of @pmarca builder essay. Loss of capacity for building is the loss-of-sergeants problem.pic.twitter.com/89gJcL8Lco
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I’m actually decent at sergeant-mode operations. I just don’t *like* doing sergeant-mode work. It is a stressful, thankless role, and has neither the satisfaction of doing something with your hands and saying “I dug that trench” nor claim the idea as “I thought of the trench”
In civilian world, sergeants morphed first into managers/shift supervisors, and then into clueless middle management layer of taller orgs, getting slowly depressed working coordination problem far removed from either end of the satisfying action — leadership and doing.
I wrote about this in Unbundling the Manager a few years back. I have no bright ideas on how to fix this.https://breakingsmart.substack.com/p/unbundling-the-manager …
Science of Discworld 3 is from 2005, so not ancient despite the WW1 mental model (the book is not really about this... it’s a digression) https://en.wikipedia.org/wiki/The_Science_of_Discworld_III:_Darwin%27s_Watch …
There may be a hard constraint here: complex coordination requires a closed-world condition. It can only happen in layers relatively shielded from risk to the point they can act like algorithms. That’s why so much sergeant work is being reduced to algorithms.
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