This is really interesting - I’ve known the power of “via negativa” but have never considered it’s potentially positive implications in complex systems like you describe. It’s probably the same in a lot of quality management processes, where SOPs are piled on SOPs just to fix problems superficially, and add more tedium in the process
Part of the cultural dilemma is that medium to large organizations rarely take the time up front to assess the fundamental problem sets before them to solve and develop the often tedious work and product breakdown structures that illustrate exactly what the project[s] will create and how to do it. Nor do they do the "branches and sequels" up front to tease out contingencies and roadblocks and the concomitant responses.
Process is a path but like a river, it needs to have the capacity to bend and shape around intractable problems.
This is really interesting - I’ve known the power of “via negativa” but have never considered it’s potentially positive implications in complex systems like you describe. It’s probably the same in a lot of quality management processes, where SOPs are piled on SOPs just to fix problems superficially, and add more tedium in the process
Part of the cultural dilemma is that medium to large organizations rarely take the time up front to assess the fundamental problem sets before them to solve and develop the often tedious work and product breakdown structures that illustrate exactly what the project[s] will create and how to do it. Nor do they do the "branches and sequels" up front to tease out contingencies and roadblocks and the concomitant responses.
Process is a path but like a river, it needs to have the capacity to bend and shape around intractable problems.