entity · derived
Hierarchy
Derived node: assembled mechanically from the claims carrying hierarchy. A roster, not an adjudicated definition.
Every claim under this term
- 2922176-023 : Traditional coordination through hierarchy, command, and control is suboptimal for generating the innovation a firm needs to survive.
- 2922176-025 : Even after recent reforms, the corporate governance framework remains framed in terms of hierarchy, which is why it fits poorly with looser and unmediated stakeholder relationships.
- 2922176-027 : Centralized, hierarchical environments do not value honesty and reward good news only, so nobody wants to carry bad news upward, and problems are therefore detected late.
- 3227933-001 : Centralized, hierarchical organizations are defined by three features: a centralized source of authority, a closed formal hierarchy with functionally differentiated roles, and standardized bureaucrati
- 3227933-003 : Centralized, hierarchical organizations fail on two fronts in a fast changing environment: they adapt too slowly to changing reality and they are losing public trust.
- 3227933-026 : A particular problem with old world centralized, hierarchical organizations is that their decision-making processes become slow, cumbersome and costly, which is a competitive problem for incumbents in
- 3373393-034 : Because the DAO structure functions without supervisors, token holders who conclude they cannot add value on a task can move to more productive endeavors without incurring the penalties that would exi
- 3405401-026 : Centralized capitalist institutions have been built entirely around centralized and hierarchical reputation systems, which is why replacing them requires a decentralized reputation substitute.
- 3406323-001 : Decentralized systems lack a central intelligence or leadership hierarchy; instead intelligence is distributed through the system and information enters at the edges, closer to where action occurs and
- 3441904-009 : DAOs can be more productive than hierarchical organizations because their information allocation and feedback effects allow them to distribute the optimal amount of power to the optimal talent at the
- 3441904-046 : DAO incentives are intrinsic rather than extrinsic: the core common denominator for all DAO token members is the unifying desire to optimize the DAO structure and reputation token value, whereas hiera
- 3652481-008 : Absent continual effort to maintain decentralized order, the very values that initially unite DAO members tend to produce ever tighter and more complex hierarchical structures inside the DAO, ending i
- 3782191-001 : Centralized organization achieves efficiency through hierarchy: hierarchical structures let centrally organized entities allocate resources with minimal energy loss and identify and remove waste in th
- 3782191-010 : A traditional firm is logically centralized because dividing it would break it apart into parts that could not operate independently, a property traceable to the hierarchical order that creates the fi
- 3782191-022 : Centralized coordination enables attack coordination because the hierarchical structure allows attackers to identify a single point of failure, whereas the constantly morphing information flow of dece
- 3782191-025 : Hierarchical centralization is optimally efficient for making big decisions affecting an entire organization, which is why it has historically outcompeted every other organizational structure, whether
- 3782191-027 : The second flaw of centralization is that a hierarchy's own success and efficiency makes members dependent on it until the structure ossifies and becomes too inflexible to reorganize and respond effec
- 3782191-034 : A hierarchy obstructs solving novel problems because it prevents the identification of talented people at the lower rungs and resists the changes needed to construct a new hierarchy for organizing the
- 3782192-001 : Human group coordination progresses through three stages: chaos, then decentralized organization, then centralized hierarchy. Decentralized organization is not a deviation but the natural intermediate
- 3782192-005 : If a hierarchy becomes too rigid the organization inevitably fails and the result is a return to chaos, which is why revolutions recur as a cyclic pattern in governmental structures throughout history
- 3782192-008 : Friction is the inefficient allocation of power, meaning that a different distribution of power would let the organization reach its goals more easily, and it is an ever present feature of any hierarc
- 3782192-009 : The most common source of friction is the natural tendency of hierarchies to concentrate power at the top through a rich get richer mechanism: a more powerful member can use their greater power to gai
- 3782192-013 : Corruption is technically inevitable in any hierarchy, because it is impossible to create a perfectly efficient organization in practice and there is friction in every real system.
- 3782193-001 : Because more powerful members of a hierarchy are better positioned to capture whatever power becomes available, power distribution in an entrenched hierarchy becomes exponential, leaving the majority
- 3782193-003 : In a rigid competitive hierarchy governed by secular laws, internal corruption arises because each member's optimal strategy is to push the written rules to their limit, while externally any change in
- 3782193-015 : Centralized hierarchies have at best always failed after a few centuries and usually much sooner, and the resulting chaos leaves fertile ground for reorganizing the old order, which is what the cyclic
- 3782198-014 : A truly decentralized organization requires that its rules be transparently available to all members; otherwise the keepers of the knowledge acquire higher status and a hierarchy forms.
- 3782198-015 : If any single person could own the copyright to software that a decentralized organization uses, that person would hold de facto power over the organization, re establishing hierarchies of power insid
- 3782198-026 : Decentralization is most valuable in chaotic times because the most talented members for a task are not blocked by a rigid hierarchy, unlike bureaucracies that respond to new problems with an outdated
- 3782201-028 : Path dependencies are a major obstacle to decentralizing institutions and businesses, because humans have psychological inertia and cling to familiar systems, especially those that have given them com
- 3782210-024 : In hierarchical structures where members are siloed and have few formal connections across tiers, letting service providers create the regulations produces moral hazard, because the provider has an in
- 3808852-011 : Societal path dependencies toward hierarchy and top-down command and control impose significant obstacles on organizational decentralization, hindering the transition of power from governments and lar
- 3808859-025 : The degree of decentralization of an open source project is determined by the degree of hierarchy in its governance: a flat structure with consensus decision-making and no power disparities between de
- 3981021-023 : The CHARITYxDAO's long term success depends on maintaining dynamic decentralized fluidity and order; without it the values that initially united the voting associates are at risk of morphing into ever
- 3995709-012 : The more hierarchical the code review process and the more barriers to entry it imposes, the lower the quality of the resulting code.
- 3995709-013 : In hierarchical legacy review processes the first reviewer's output gets the highest priority and follow on reviewers add only minor upgrades, so the collective of reviewers is not incentivized to fin
- 3995709-014 : Increasing the number of reviewers who ask clarifying questions makes code simpler and clearer and thereby typically increases code quality, but hierarchical review processes make this impossible.
- 3995709-015 : The hierarchical approach to code reviews undermines long term participation and opinion from the edges of the reviewer spectrum, because those reviewers either have no access or are in no position to
- 4734750-007 : The more hierarchical the code review process, the lower the quality of the reviewed code; hierarchy in review is inversely related to output quality.
- 4734750-008 : In hierarchical review, the first reviewer's output receives the highest priority and later reviewers add only minor upgrades, so the review becomes the initial reviewer's work product rather than the
- 4734750-009 : Multiple reviewers asking clarifying questions tends to make code simpler and clearer and therefore higher quality, but hierarchical review processes structurally block this mechanism.
- 4734750-010 : Hierarchical code review undermines long-term participation by reviewers at the edges of the reviewer spectrum, because those reviewers either have no access to the code or no standing to help review
- 4755632-017 : The more hierarchical the code review process, the lower the quality of the reviewed code, and the same holds for barriers to entry: hierarchy and entry barriers together degrade code quality.
- 4755632-020 : More reviewers asking clarifying questions makes code simpler and clearer, which typically increases code quality, but hierarchical review processes foreclose this mechanism and also exclude opinions
- 4900880-034 : Traditional hierarchical organizational structures are too slow to adapt to rapid technological change and stifle innovation through rigid control mechanisms, which is why they are unsuited to governi
- 5886442-017 : When hyper rational agents can write and execute complete state contingent contracts at negligible cost, the Williamsonian justification for hierarchical governance evaporates.
- 6421319-017 : The Williamsonian justification for hierarchical governance evaporates when hyper rational agents can write and execute complete state contingent contracts at negligible cost, because the firm was an
- 6421319-018 : Bounded rationality was not a behavioral quirk but the ontological condition that made hierarchy, routines, and institutional inertia rational, so engineering it away strips the behavioral and institu