Ethanol is a particularly cool molecule. It’s a solvent, which means lots of different molecules that don’t dissolve in water will dissolve in a solution of ethanol. It’s odorless, colorless, and it burns really well—a sign of a good fuel. It’s also a potent microbicide. When yeasts squirt it into their environment, it kills off local bacterial and fungal competition.
Surprisingly, there is not a single word about an individual right to a gun for self-defense in the notes from the Constitutional Convention. Nor with scattered exceptions in the records of the ratification debates in the states. Nor on the floor of the U.S. House of Representatives as it marked up the Second Amendment. James Madison’s original proposal, in fact, included a provision for conscientious objectors.
Heat—thermal energy—is actually mechanical movement, and in a solid with springy interatomic attachments like copper, that energy creates tiny whorls called phonons that move through the medium like a wave of sound does through air. When someone says that a metal like gold, silver, or copper is a good conductor of heat, what they’re really saying is that the metal is good at propagating phonons. And copper’s crystal structure, the way its atoms line up in bulk, is really good for working into new shapes—its atomic crystals are smoother on their faces than in other metals, so they slide across each other, metallurgically speaking.
Now entire organizations are attempting to achieve “agility at scale,” believing that it will be a remedy for all their problems. Unfortunately, in their desire to be agile (with a lowercase a), many firms have attempted to do Agile (with an uppercase A). They have traded a goal for an orthodoxy—adopting the methods and certifications but not the theory behind them. And this is fatal. Because an agile workflow is not an operating system. The common practices of Agile development offer little advice to someone wondering about organizational structure, or human development, or compensation, or a thousand other questions that will emerge as you go. And even if it were comprehensive, you cannot cut and paste an OS any more than you can cut and paste a personality. You have to do the work.
to avoid the pitfalls of organizational debt, we need constant and vigilant simplification. We need to create roles, rules, and processes that are inherently agile—built to learn and change. Unfortunately, the very bureaucracy that created our org debt also stands in the way of addressing it. Org debt creates bureaucracy, and bureaucracy protects org debt. It’s a tragic love affair.
Complex systems are typically made up of a large number of interacting components—people, ants, brain cells, startups—that together exhibit adaptive or emergent behavior without requiring a leader or central control. As a result, complex systems are more about the relationships and interactions among their components than about the components themselves. And these interactions give rise to unpredictable behavior. If a system surprises you, or has the potential to surprise you, it is likely complex. Software is complicated. Creating a software startup is complex. An airplane is complicated. What happens between the people on board is complex.
Contrary to popular opinion, among people who study systems theory, “complicated” and “complex” are distinct words with precise meanings. The engine inside a car is complicated. A complicated system is a causal system—meaning it is subject to cause and effect. Although it may have many parts, they will interact with one another in highly predictable ways. Problems with complicated systems have solutions. This means that, within reason, a complicated system can be fixed with a high degree of confidence. It can be controlled. This is not to say that a complicated system can’t be confusing or inaccessible to the layperson. Quite the contrary. Understanding a complicated system, such as an engine or a 3-D printer, requires specialized expertise and experience. Here, experts can detect patterns and provide solutions based on established good practice. This is the domain of the mechanic, the watchmaker, the air traffic controller, the architect, and the engineer. Traffic, on the other hand, is complex. A complex system is not causal, it’s dispositional. We can make informed guesses about what it is likely to do (its disposition), but we can’t be sure. We can make predictions about the weather, but we cannot control it. Unlike complicated problems, complex problems cannot be solved, only managed. They cannot be controlled, only nudged. This is the domain of the butterfly effect, where a small change can lead to something big, and a big change might barely make a dent. Here expertise can be a disadvantage if it becomes dogma or blinds us to the inherent uncertainty present in our situation.
