1. Management by conferences 2. Management by 1:1 meeting 3. Management by walking around 4. Management by slide deck 5. Management by whitepaper 6. Management by project 7. Management by objectives 8. Management by I/O queue 9. Management by firefight 10. Management by absence
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Don't have a pithy line, but basically when chaos reigns, you rein it in with process discipline, then nihilism starts to reign, so you rein THAT in with some meaning-making by powerpoint keynote. When THAT starts to suck the soul out of the action, you let chaos reign again.
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Truly exhausting to run this triangle. Which is why the role tends to get split into 3: meaning-maker (project super-ego), chaos-maker (project id), and operator (project ego). Parent, child, adult if you like transactional analysis. Every project needs all 3.
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One of the things you learn early on as a consultant is that you can only add value along 2 of the legs that either increase scrutability or keep it constant. Clients correctly subconsciously fear that consultants adding scrutability might kill golden geese of meaning/aliveness.
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Which means to be trusted, you have to learn to say, "this seems to actually be working pretty well, let's not mess with it" and back off. If you try to "add value" everywhere all the time, you'll do more harm than good overall, even if well-intentioned.
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