in some ways the first part of this reads like an extended meditation on the incompatibility of the creative spirit with calculations of expected utility

e.g. if I were always concerned about having a clear time-horizon and quantifiable utility for my goals so I could always communicate them to others, I'd either never take on a task with uncertainty involved or just never get any actual work done because I'd be bureaucratically justifying the work

it reminds me a bit of Derek Parfit's argument in Part 2 of Reasons and Persons that there are situations in which it's actually possible to be "irrationally rational"; the only way to actually obtain a good outcome is to make yourself immune from concerns about expected utility. but doing that all the time that sounds a little bit like the "heroics" that Komoroske rightly cautions against and will also probably cause conflict too 🤷:skin-tone-2:

strongly recommend this talk by Joe Edelman as a follow up: http://nxhx.org/maximizing/

I read it and was instantly reminded of Conway's law and Amdahl's law

https://www.wiley.com/en-us/Brain+of+the+Firm%2C+2nd+Edition-p-9780471948391 I would also be remiss not to mention the GOAT, Stafford Beer, who spent his entire career thinking through the structure and politics of complex systems and organizations

Sorry, I should have put this in the thread above