The close Think of it as an invisible geometric shape perceptible only to lawyers—a conceptual pane of glass that might not have kept the rain out but could, for legal purposes, be used to define the original limits of the car’s interior. This is the close, and defining it is ultimately just a form of connecting the dots: drawing an imaginary line from the corner of an open window to the edge of a nearby wall to the front gate of a home garden, and so on. Breaking the close thus constitutes entry into a “protected interior” or “specified enclosure". Geoff Manaugh, A Burglar's Guide to the City law
Local Code: The Constitution of a City at 42º N Latitude A Book by Michael Sorkin www.goodreads.com The source code for SimCityLocal Code: 3,659 Proposals About Data, Design & The Nature of Cities regulationslawcities
Narrative Strategy An Article by Tom Critchlow tomcritchlow.com An unfolding network of associations
An unfolding network of associations We know strategy is an unfolding network of associations: The evidence from the case suggests that the concept of strategy can be reappraised. From strategy as a static set of choices made at a specific point in time to strategy as an unfolding network of people, shared experiences and artifacts that is constantly being remade. And we know that only 30% of employees can articulate a company’s strategy. And I believe in the hyper-connected age we live in both of these things are becoming more true - that strategy is increasingly “in motion” and that most organizations are realizing their OODA loops are too slow for the modern world. This causes the articulation of strategy to stall and get left behind - how do you articulate something in motion? It’s easier to write strategy down when it doesn’t change right? As a result - there’s a widening gap between the perspective on strategy that the executive team has and the received ideas of the company’s direction that teams and employees have. work