The way this looks to me is that if you’re applying this consistently in an organization, you don’t need to actually fully do all tasks that need doing. You need to be able to recurse 1 level (which if you actually do might involve going down a level… but you mostly don’t need to go down 1 level, going down 2 levels is much more rare, etc.).
To use your example: low-level tasks should not be bubbling up to CEO level. If a controversy about naming a variable bubbles up from a code review to a CEO of a company with 100k people—clearly there has been a failure on multiple levels in the middle (even if the CEO is not up to date on the style guide for the language). The CEO might make the call but more importantly they need to do something about the suborganization before it blows up.
But I’d like to know if this is how Lightcone sees scaling of this principle.
I think I can see how this might scale.
The way this looks to me is that if you’re applying this consistently in an organization, you don’t need to actually fully do all tasks that need doing. You need to be able to recurse 1 level (which if you actually do might involve going down a level… but you mostly don’t need to go down 1 level, going down 2 levels is much more rare, etc.).
To use your example: low-level tasks should not be bubbling up to CEO level. If a controversy about naming a variable bubbles up from a code review to a CEO of a company with 100k people—clearly there has been a failure on multiple levels in the middle (even if the CEO is not up to date on the style guide for the language). The CEO might make the call but more importantly they need to do something about the suborganization before it blows up.
But I’d like to know if this is how Lightcone sees scaling of this principle.