How can science explain group dynamics gas what i smoke

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We can think of cars on a highway as a complex system: Drivers would like to travel at some cruising speed (often constrained by the speed limit). But they also want to avoid crashing, so they like to maintain gas approximation some distance from the car in front of them. Those sound like simple rules, but those two rules can help us understand many of the important collective properties (“emergent behaviors”) of traffic flow: when traffic will flow smoothly, when it will jam, and what we can do to design better highways—more smooth flow and less jammed flow.

Here’s how it works: For all these applications—from highways to hipsters—the key is to start with a model of that system that is “simple but not simplistic.” What does that mean? We want a model of our system that captures enough of the rules behind the interactions we wish to study, but not so much that it because impossible to extract useful lessons.

Systems snap when the tide turns in a microscopic tug-of-war. Binding energy ties to lock water molecules into rigid formation. Entropy encourages those molecules to roam. As temperature decreases, binding forces a level physics electricity notes get relatively stronger and entropy forces get relatively weaker. When the strengths of those two forces cross, the system snaps. Water freezes.

All phase transitions are the result of two competing forces, like the tug-of-war between binding energy and entropy in water. And that gas vs diesel cars’s how we can begin to apply these ideas to teams and companies: when people organize into any kind of group with a mission, and a reward system tied to that mission, they also create two competing forces—two forms of incentives.

As structure changes, one grows stronger and the other grows weaker. When groups are small, for example, everyone’s stake electricity sources usa in the outcome of the group project is high. At a small biotech, if the drug works everyone will be a hero and a millionaire. If it fails, everyone will be looking for a job. The perks of rank—job titles or the increase in salary from being promoted—are small compared to those high stakes.

As teams and companies grow larger, the stakes in outcome decrease while the perks of rank increase. When the two cross, the system snaps. Incentives shift from encouraging a focus on projects and outcomes to encouraging a focus on politics and promotion. A simple—but not simplistic—model of incentives inside organizations allows us to calculate when this transition will occur.

The most important breakthroughs—the power kinetic energy ones that change the course of science, business, or history—are fragile. They’re rarely announced with blaring trumpets and a red carpet, dazzling everyone with their brilliance. Instead, they often arrive covered in warts—the failures and seemingly obvious reasons they could never work that make them so easy to dismiss. They pass through long dark tunnels of skepticism and uncertainty, their champions dismissed as crazy. That’s why I call gas up asheville them loonshots.

In the first phase of team organization mentioned above, when stake in outcome dominates, incentives favor uniting around these early stage-projects. Individuals have so much collectively at stake in the outcome of their mission, that they will come together to rescue those projects from their inevitable stumbles and wrong directions. We can call this the loonshot phase.

In the second phase, when perks of rank dominates, incentives favor a focus on careers and promotion. Early-stage projects covered in warts are rejected in favor of ideas that raise the fewest objections. Those are typically franchise projects: the next generation of an already-established product or program (the next statin drug, the next Avengers movie). We can call this the franchise phase.

The bad news about these changes i feel electricity in my body in organizations is that phase transitions are inevitable. All liquids freeze. The good news is that understanding the forces that cause a transition allows us to manage it. Water freezes at 32 Fahrenheit. On snowy days, we toss salt on our sidewalks to lower that freezing temperature. We want the snow to melt rather than harden into ice.