I feel like having a trusted leader is a pretty clear tiebreaking decision procedure, no? However, the important parts of this model and the organizations I’ve been a part of is all the OTHER parts that come before that last resort, where people have a clear sense of values, buy into them, and recognize themselves or as a group when they’re not following them. But in the end, if all of those important bits failed, these organizations still have a hierarchy.
ETA: The decision procedure IS the values. The values are hard to pin down because values are hard to pin down, they’re taught through examples and rituals and anecdotes and example and the weights on the neural nets in people’s heads get to learn what following them and breaking them look like. Ultimately theres leaders who can help make tough calls and fix adversarial examples and ambiguous options and the like, but the important part of these organizations is mostly how they’re set up to train that neural net.
The decision procedure IS the values [...] taught through examples and rituals and anecdotes and example and the weights on the neural nets in people’s heads
That makes sense; I agree that culture (which is very complicated and hard to pin down) is a very important determinant of outcomes in organizations. One thing that’s probably important to study (that I wish I understood better) is how subcultures develop over time: as people leave and exit the organization over time, the values initially trained into the neural net may drift substantially.
I feel like having a trusted leader is a pretty clear tiebreaking decision procedure, no? However, the important parts of this model and the organizations I’ve been a part of is all the OTHER parts that come before that last resort, where people have a clear sense of values, buy into them, and recognize themselves or as a group when they’re not following them. But in the end, if all of those important bits failed, these organizations still have a hierarchy.
ETA: The decision procedure IS the values. The values are hard to pin down because values are hard to pin down, they’re taught through examples and rituals and anecdotes and example and the weights on the neural nets in people’s heads get to learn what following them and breaking them look like. Ultimately theres leaders who can help make tough calls and fix adversarial examples and ambiguous options and the like, but the important part of these organizations is mostly how they’re set up to train that neural net.
That makes sense; I agree that culture (which is very complicated and hard to pin down) is a very important determinant of outcomes in organizations. One thing that’s probably important to study (that I wish I understood better) is how subcultures develop over time: as people leave and exit the organization over time, the values initially trained into the neural net may drift substantially.