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    I realized that it’s possible to reduce the elements of any workplace down to two things: tasks and people.

    @nbrempel What’s your sample set of ‘workplaces’ here and what’s the point of view of your experience? E.g. is this tech startup focussed? Do you mostly work in software engineering?

    If you could refine your model and add some properties to these things or a couple of extra classes, or annotate/classify the relationship links, what would you add?

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      The data here is purely anecdotal, I haven’t done any sort of study although it would be interesting to correlate something like salary to number of (1st, 2nd, 3rd degree) connections in an org chart.

      I think if I spent more time thinking about this, I might try thinking about the model as a directed graph which takes into account who reporting hierarchy.

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      I don’t really understand the schematics. Does a specialist have three middle-management bosses?

      A junior specialist might have a senior specialist mentor/leader, and a line manager- but then, so will a generalist, so I don’t really understand what’s going on here. What about a junior leader? Will they not have a mentor and a line manager? Sometimes the mentor is the line manager, but sometimes they aren’t.

      An entrepreneurial specialist may outsource a lot of contractors, while an entrepreneurial generalist might focus on the incremental moving slow and automating everything – while still an entrepreneurial leader might move to the bay area and try to get people to work for free/peanuts.

      By following this model, we know that the more connections we create, the more valuable we are in our careers

      I agree with this statement, but I don’t understand how the schematics demonstrate this.

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        The examples I provided there are meant to be loose examples. I wasn’t thinking of creating a concrete schematic here; it was more a thought experiment.

        I think there is value in 2nd, 3rd degree connections as well which makes the model more flexible.