- Messy systems adapt and change more quickly, more dramatically, in a wider variety of ways, and with less effort.
- Neat systems tend to be more rigid and slower to respond to changing demands, unexpected events, and new information.
The Types of Mess
* Clutter: Elements scatter out, often prolifically, from normally accepted positions.
* Mixture: Elements are randomly ordered or otherwise atypically combined within normally accepted positions.
* Time sprawl: Tasks and events are scheduled loosely or not at all or are left somewhat onprioritized; or intended priorities are ignored, as in the case of procrastination.
* Improvisation: Processes, tasks, and events aren't predetermined.
* Inconsistency: Processes and procedures change frequently. If the changes are arbitrary, they tend to lead to greater levels of mess, but reasoned changes can still be quite messy.
* Blur. Categorization schemes are kept loose, are often ignored, or both. Any degree of vagueness might contribute to blur, though vagueness could just as well fit into the category of convolution (below).
* Noise: Processes and information are exposed to a possibly disruptive, but not necessarily random, outside influence.
* Distraction: Focus wanders between different elements.
* Bounce: Activity levels are higher than is strictly necessary and customary and tend to be unpredictable.
* Convolution: Organizational schemes are eccentric and opaque, as when mey are dependent on intuition or are in some way illogical.
* Inclusion: Relatively few filters are in effect to restrict the number and type of entities in the system; or a particular filter is absent, allowing in an entity normally excluded.
* Distortion: An entity is misaligned, bent, stretched, broken, decayed, displaced, marred, or otherwise presents in other-than-standard condition.
A PEREFECT MESS - The Hidden Benefits of,
HOW CRAMMED CLOSETS, CLUTTERED OFFICES, AND OFF-THE-CUFF PLANNING MAKE THE WORLD A BETTER PLACE
ERIC ABRAHAMSON AND DAVID H. FREEDMAN
* Clutter: Elements scatter out, often prolifically, from normally accepted positions.
* Mixture: Elements are randomly ordered or otherwise atypically combined within normally accepted positions.
* Time sprawl: Tasks and events are scheduled loosely or not at all or are left somewhat onprioritized; or intended priorities are ignored, as in the case of procrastination.
* Improvisation: Processes, tasks, and events aren't predetermined.
* Inconsistency: Processes and procedures change frequently. If the changes are arbitrary, they tend to lead to greater levels of mess, but reasoned changes can still be quite messy.
* Blur. Categorization schemes are kept loose, are often ignored, or both. Any degree of vagueness might contribute to blur, though vagueness could just as well fit into the category of convolution (below).
* Noise: Processes and information are exposed to a possibly disruptive, but not necessarily random, outside influence.
* Distraction: Focus wanders between different elements.
* Bounce: Activity levels are higher than is strictly necessary and customary and tend to be unpredictable.
* Convolution: Organizational schemes are eccentric and opaque, as when mey are dependent on intuition or are in some way illogical.
* Inclusion: Relatively few filters are in effect to restrict the number and type of entities in the system; or a particular filter is absent, allowing in an entity normally excluded.
* Distortion: An entity is misaligned, bent, stretched, broken, decayed, displaced, marred, or otherwise presents in other-than-standard condition.
A PEREFECT MESS - The Hidden Benefits of,
HOW CRAMMED CLOSETS, CLUTTERED OFFICES, AND OFF-THE-CUFF PLANNING MAKE THE WORLD A BETTER PLACE
ERIC ABRAHAMSON AND DAVID H. FREEDMAN
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