by
Tim O'Reilly
109
Thinking in Promises
0
terms
2
notes
116
A traditional organization has high alignment but low autonomy, because managers tell people what to do and how to do it. In the kind of organization parodied by the comic strip Dilbert, neither the manager nor the workers know why they are doing what they are doing. This is a low-alignment/low-autonomy organization. A modern technology engineering organization (or an entire organization like Amazon or Spotify) seeks to have high alignment and high autonomy. Everyone knows what the goal is, but they are empowered to find their own way to do it.
yeah ok but "alignment" still means the goal is handed down from on high
A traditional organization has high alignment but low autonomy, because managers tell people what to do and how to do it. In the kind of organization parodied by the comic strip Dilbert, neither the manager nor the workers know why they are doing what they are doing. This is a low-alignment/low-autonomy organization. A modern technology engineering organization (or an entire organization like Amazon or Spotify) seeks to have high alignment and high autonomy. Everyone knows what the goal is, but they are empowered to find their own way to do it.
yeah ok but "alignment" still means the goal is handed down from on high
123
[...] In the SRE approach, by contrast, the humans inside the machine who keep it going augment themselves by constantly teaching the machine how to duplicate what they do, at ever-increasing scale.
agreed with this. sres augment themselves. Good description for high value engineering (not as a moral judgment but in terms of worth to management/produvtion)
[...] In the SRE approach, by contrast, the humans inside the machine who keep it going augment themselves by constantly teaching the machine how to duplicate what they do, at ever-increasing scale.
agreed with this. sres augment themselves. Good description for high value engineering (not as a moral judgment but in terms of worth to management/produvtion)