Experts cannot manage
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In traditional organizations, the boss knew what the subordinates were doing. The boss had done the same job as the subordinates a few years ago. However, in a knowledge organization, the boss must assume that he or she does not know what the subordinates are doing. Usually, the boss has not experienced the same job as the subordinates. In other words, the boss cannot delve into the detailed way of doing the job, but deals with it at a one-step abstracted layer of what kind of contribution is required by the job.
This story becomes MBO (Management By Objective), and then leads to OKR (Objective and Key Result). People in the organization have a responsibility to inform their superiors, subordinates, and colleagues about their goals, priorities, and contributions they intend to make. Of course, they also have a responsibility to align their goals with those of the entire organization.
Reading this now, it seems like a very OKR-like way of thinking.