Hierarkian itsu, bonba atomikora arte?

Oso interesgarria, BFAn, Osakidetzan, Institutuan,... gure estatupeko erakunde zorrotz hierarkizatu hauetan aplikagarri, bai?

Iain Davis-en artikulu interesgarri honetatik atera dogu hau:

Centralised, hierarchical compartmentalisation is used in many large organisations. Individuals within the organisation obey authority and authority increases with rank. With greater rank and authority comes increased knowledge of how compartmental efforts cooperate to achieve organisational goals. A few people with sufficient authority have a comprehensive understanding of the overall organisational structure and its objectives, but most people working toward those goals don’t.

For example, the Manhattan Project (bonba atomikoa egiteko proiektua) involved an estimated 130,000 people. The compartmentalised hierarchy was so tight, the majority of individuals involved had no idea what they were collectively trying to achieve. They simply obeyed authority and worked on a “need to know” basis.

Not everyone with high rank necessarily “needs to know” either. In 1943, the US Senate Special Committee to Investigate the National Defense Program was led by then Senator Harry S. Truman. When this powerful government investigatory committee enquired about suspicious activity at a plant in Minneapolis—which was linked to the Manhattan Project—any further investigation was shut down by then secretary of war Harry Stimson, who told Truman to desist.

Manhattan proiektuari buruz ikertu nahi izanez gero, hau ate interesgarria izan daiteke, Mark Kulacz. Hemen eman dizkion hiru bideoetako osoena, antza:

Bai, askotan entzun dogu. Nahita eratzen ditugu egitura konplexu hierarkizatu eta hutsal hauek. Nahasmendua eta ez-ulertua areagotzeko. Edozein astakeria eta burugabekeria egiteko baliogarri zaie, gatzaizkie, horrela.

Argi erakusten digu horrek gaur egun ere, BFA bezalakoetan ze garrantzitsua eta baliotsua dan desobedientsia eta pentsamendu kritikoa.