O mundo que formatou a tríade (políticos, académicos e comentadores) foi o mundo de Metropolis, o mundo de Magnitogorsk, o mundo da eficiência, um mundo criado pelo taylorismo:
"Taylor created a clockwork factory, systematically eliminating variation, studying all labor until he understood it inside and out, honing it to peak efficiency, and ensuring that those precise procedures were followed at scale. Because he could study and predict, he could control. He dubbed his doctrine "scientific management."Este é o molde que ao chocar com Mongo deixa de funcionar. Assim como o percebi algures entre 2006 - 2008, McChrystal começou a intui-lo em 2004 ao chocar com a Al Qaeda do Iraque. (Ao longe intuí o mesmo ao aconselhar às PMEs que seguissem o exemplo da Al Qaeda: 2010, 2009, 2008, 2007 e 2006)
Taylor became the world's first management guru. At a paper mill in Wisconsin, he was told that the art of pulping and drying could not be reduced to a science. He instituted his system and material costs dropped from $75 to $35 per ton, while labor costs dropped from $30 a ton to $8. At a ball bearing factory, he experimented with everything from lighting levels to rest break durations, and oversaw an increase in quantity and quality of production while reducing the number of employees from 120 to 35; at a pig iron plant, he raised worker output from 12.5 to 47 tons of steel per day, and decreased the number of workers from 600 to 140.
Taylor’s ideas spread from company to company, from industry to industry, and from blue collars to white (there was one best way to insert paper into a typewriter, to sit at a desk, to clip pages together). They seeped into the halls of government. His philosophy of replacing the intuition of the person doing the job with reductionist efficiencies designed by a separate group of people marked a new means of organizing human endeavors. It was the behavioral soul mate for the technical advances of industrial engineering.
Taylor’s success represented the legitimization of “management” as a discipline. Previously, managerial roles were rewards for years of service in the form of higher pay and less strenuous labor. The manager’s main function was to keep things in working order and maintain morale. Under Taylor’s formulation, managers were both research scientists and architects of efficiency.
This drew a hard-and-fast line between thought and action: managers did the thinking and planning, while workers executed. No longer were laborers expected to understand how or why things worked—in fact, managers saw teaching them that or paying a premium for their expertise as a form of waste.
Military planners had relied on many of Taylor’s strategies—the segregation of planning and execution, standardization, and an emphasis on efficiency— for centuries before Taylor was born. But Taylor’s ideas inspired many military leaders to find fresh ways to create a more efficient fighting force.
“by the late 1920s, it could seem that all of modern society had come under the sway of a single commanding idea: that waste was wrong and efficiency the highest good, and that eliminating one and achieving the other was best left to the experts.”"
"This new world required a fundamental rewriting of the rules of the game. In order to win, we would have to set aside many of the lessons that millennia of military procedure and a century of optimized efficiencies had taught us.
In 2004, as we planned clockwork raids designed to make the most of every drop of fuel, we were manning a managerial Maginot Line: our extraordinarily efficient procedures and plans were well crafted and necessary, but not sufficient.
Over the past century, the kind of organizational measures that ensure the success
of combat parachute assaults have proliferated throughout the military, industry, and business. In today’s environment, however, these solutions are the equivalent of the provincial apprenticeship models that Taylor stumbled upon in 1874. In Iraq, the inexplicable, networked success of our underresourced enemy indicated that they had cracked this nut before we had. Managerially, AQI was flanking us."