17 Theses of the bit - thecultofian.com

Soft-set failures are the set of things that haven’t got anything to do with tangible assets, production lines, or physicality. They are the set of failures that involve, indeed are composed of, intangible forces and elements – policy, performance, capacity, capability, will, esprit, passion, and ennui.
People become included in a soft-set when their actual role is as 50.1% mental agent and 49.9% physical agent.
Mental agency is the use of discernment or reasoning as a necessary component of the role’s function.
Process is not the sole answer to the problem of soft-set failures.
Soft-set failures are more expensive than hard-set failures, last longer, reach farther, and are deeply intertwingled into the corpus and culture of the organization.
The vernacular of soft-set failures begins with the jargon of cancer – metastasize, benign, malignant, tumor, aggressive, terminal, chemotherapy, biopsy.
There are no plastic people. Everyone wants, needs, and reacts to threats dynamically and that dynamism cannot be accounted for, it must be accounted around.
People resent being less important than money.
People resent being taken for granted.
People resent being standardized and interchangeable.
People resent both not being trusted and not being held accountable.
The difference between soft and hard sets is the difference between leadership and management.
In solving soft-set failures, tools and methods are of equal importance.
In solving soft-set failures, maintenance and accountability are of equal importance.
In solving soft-set failures, intrinsic and extrinsic survival are of equal importance.
The currency of information is related to its viscosity, velocity, and validity.
The valuation of information currency is related to the freshness, esteem, and scarcity.