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res ipsa ☺︎
@resipsa
i have been thinking about a common issue that plagues organizations (communities, companies, governments). in a vacuum, everyone believes a shared vision is important. in practice, the tolerance for pressure over speedy decisions is lower than that for the time (cost) required to reach consensus— this is a limit to growth. the benefits of a shared vision is delayed, whereas its costs show up very quickly. managing this limit to growth is a matter of time/delay management mitigation hypothesis: - shift mental model: neutralize preference for speed by setting expectations for time required for benefits to emerge - buffer costs: refine consensus process to reduce resources required - celebrate early signals: highlight small wins that are logical milestones towards ultimate goal before this goal fully materializes
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Zenigame
@zeni.eth
I think the assumption that the mechanism for shared vision is consensus isn’t necessarily true. Elite military unit is an easy counter example as is “disagree but commit”
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res ipsa ☺︎
@resipsa
thanks for pointing out the counter example! having consensus as the growth action in the reinforcing loop was meant to assume an organization that seeks consensus to build trust and shared vision, but you are absolutely correct in distinguishing organizations that use alternative measures to reinforce shared vision as being outside of the purview of this dynamic
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Chris Carlson
@chrislarsc.eth
I definitely see this playing out over and over and agree. I also think more military/dictator-style set ups would be better for many companies There’s way too much over compensating for people’s feelings and opinions
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res ipsa ☺︎
@resipsa
it just takes a lot for one person to earn that much trust but they exist and sometimes go on to achieve great success. consensus-building doesn’t always lead to unanimous decision— everyone can’t always get the outcomes they want, but i suspect an org’s ability to receive and address meaningful concerns is on average probably a positive practice
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