Comment by moconnor

Maybe the Will To Have Nice Things is solved by culture not process.

I’ve seen the above too. Imbuing an organisation with the Will To Have Nice Things seems unsolved because, as you say, the value is constantly traded off against more measurable outcomes.

I think the solution has to be building and rewarding a culture of doing the right thing, taking pride in delivering not just to spec but excellence. So when the org plan demands a giant construction barrier near the kids playpark of course the person responsible also commissions a dinosaur mural for it. Not because it’s a KPI or was debated and traded off on the functional spec but as a matter of personal and professional pride.

Interestingly I think the drop in taking pride in your work coincides with the relative anonymity of society in which reputation is no longer tracked through past interactions or word of mouth but is institutionalised in rating systems. This is perhaps related to why a more insular and smaller society in Japan has managed to retain it to a higher degree. Certainly there are elite groups around the world in which everyone knows the other players and so reputation and (from an institutional perspective) over-delivery are still valued, and these groups are the ones that accomplish otherwise unachievable advances. The broader anonymous society that delivers only to spec ends up with leaky abstractions that gradually collapses under its own weight of incompetence once the former culture of Wanting Nice Things degrades to Somebody Else’s Problem.

If true this predicts a stable rule-of-law-based society or organisation in which the most powerful all know each other and which otherwise is broken into small mostly-stable communities would foster the Will To Have Nice Things more than an anonymous interchangeable mass would.

I can hear patio11 reminding me that this should have been a blog post.