Disclaimer: never met or spoken or worked with him

60 per acre being averaged over nonresidential land uses meant that it was still common to find residential densities higher than 40,000 people per square mile (15,000 per sq. km) at that time. Only Tower Hamlets and Islington remain around that density to this day.[1]

[0] https://en.wikipedia.org/wiki/County_of_London

[1] https://en.wikipedia.org/wiki/List_of_English_districts_by_p...

Whether that's done by walking around, or just by glancing around on a 3D overlay (as suggested above for the Vision Pro), I like neither to have to search through stacks or folders of icons, nor to use Spotlight search fields. But perhaps the different types of cognitive loads result in what some people call different personal organizational styles or preferences. The "Clutterbug"[0] quadrant taxonomy comes to mind.

[0] https://clutterbug.me/what-clutterbug-are-you-test

If so, do you think it would have played out similarly if the organization had had an equally effective "glue person" who wasn't in charge (therefore didn't have any authority to delegate or divide most tasks) and was required to manage upward [sic] to coordinate things for people?

Edit: also an FDR quote https://en.m.wikipedia.org/wiki/Arsenal_of_Democracy

https://price.dealoz.com/prod?gtin=09780963397454

Has CO2 fire suppression been unsuccessfully attempted in these seams? Since nobody is underground and we know how to inject CO2 into underground deposits at various pressures, it seems like it would be a good candidate. Plus, with rotary steerable drilling, we could come in laterally (from a safe location above ground) to as many depths of injection as necessary.

[0] https://www.artisanalsoftwarefestival.com/

Supposing you hired a consultant to be "culture keeper" for this company -- and she or he said, "I'm just going to reason about context by treating this culture as a body of text" -- you would instantly assume that they didn't have skin in the game and didn't understand how culture actually grows and accretes, let alone monitoring and validating eventual quality or reliability. We can't read about what rules apply in some foreign culture's situations and then remotely prescribe what to do socially in a foreign culture we've never set foot in. We can't accurately anticipate even the second-order effects of our recommendations in that situation.

We simply have to participate first. It would be better for this to be a role that involves someone inside of the company who does participate in navigating the culture themselves so that they make accurate observations from experience. A person trustworthy enough to steward this culture would also necessarily be trustworthy enough not to alarm the chief of HR. Based on my model of how work works, from experience, I am wondering if they imagine they want this sensitive role filled with a nonhuman 'trusted' advisor so that it can't ever become a social shadow power center within the firm.

Or maybe they don't want to admit that modeling culture is beyond the reach of their matter-of-fact internal process models and simulations, and they're just wishfully hoping you can abstract away all of the soft elements without producing social fever dreams or ever having to develop a costly true soft element model. But then you absolutely abstract away where the rubber meets the road! That's quite a roadblock, to be honest with you.