both team sports and chess are games of strategy, where glue is essential
organizational strategy is messier than team sports and chess, which helps glue hide
legacy systems are optimized for stability in kind environments, where change is slow and inputs are predictable
in wicked conditions, that stability becomes a source of friction. processes built for repetition break under dynamic load
friction is often mistaken for failure. in wicked systems, it is information. it wants to be understood
wicked conditions force systems to reorganize around interaction rather than architecture
when reality shifts faster than structure can update, a gap forms between the system on paper and the system in motion
the work stops fitting buckets and emergent roles appear where the system needs coherence and the org chart can't supply it
emergent roles are concepts, not positions. they are containers, and anyone who sees them can step in
dynamic loads lead to emergent roles as ecological functions: the system produces both the problem and the solution
some emergent roles carry enormous influence. others are ordinary, almost invisible
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