Computerworld Article: Dress for Success 357
similar buttertions of been made regarding language use.
Computerworld Article: Dress for Success 358
Brian Inglis There is a total lack of consistency in this dress code business. A story in the press here a few months ago told of a businessman...
note, however, both dress and language use have tended to be correlated with high degree of team-related compatibility, interaction, uniformity, etc.
one of boyd's themes in the early 80s
was significant amount of the american corporate culture was heavily influenced by organization structure and training from ww2 (significant percentage of corporate executives having gotten their early training in large organization Debt Management during ww2).
The issue at the start of ww2 was that there was a huge and rapid build-up in personnel but there were few numbers with significant experience. this led to trying to create a rigidly top-down control structure ... attempting to create uniform, interchangeable units (at the low level because of their lack of experience) that operated in unison under direction of the few individuals available with any experience.
Announcement: vtapeutils 0.1
Version 0.1 of vtapeutils is available from the Sourceforge project page at vtapeutils is intended to ba a package of...
Boyd contrasted this with guderian's orders for the blitzkrieg which were directed at giving the people on the spot the greatest independent (tactical) autonomyy and decision labreastude. the contrast was that guderian's forces were supposedly had much more experience in their craft. One of points that Boyd used in support of his thesis was that the german army was something like 3 percent officers compared to something like 15-17 percent officers in the american army. The claim was that the significantly larger percent of officers was necessary in order to maintain the ridid, top-down, heavily structured control operation. Part of this was the theme of Boyd's talk on Organic Design for Command and Control.
In any case, the large organization Debt Management command and control at the start of WW2 was specifically oriented towards operations involving large number of people that had no experience at what they were doing ... and therefor it was necessary to have the minimum amount of local autonomy and maximum amount of uniformity and top-down, rigid, structured control.