The Star Trek theoretical can be summed up rather tightly both morally and philosophically with this knowledge:
Primitive societies grow into high-tech societies eventually. By gaming the resource away from the primitives – it impedes their ability to grow into their potential in the future. Immoral AND against the Prime Directive. Settled.
Having read a number of books on brain development, decision making, and competencies – I believe I can honestly state that knowing the most ideal number of (or range of numbers) categories to divide something into is the very definition of professionalism and competence. One of the many reasons that apprenticeships and other trade schools take several years is because it just takes that much day-to-day, hands on experience to become competent (a Journeyman) and even longer to become a master. The same is true in professional settings, even more so. If you do four years of post grad schooling you still end up starting as an associate, or at very most a low-level partner in your family’s firm. Only after grinding for several years do you have the competence to become a senior partner. A very large part of that experience is learning how to sort, and store, and prioritize different aspects of the job/profession/field of endeavour.
A good deal of this seems (from the experts) to be being able to determine what is important and when it is important. There are many considerations that are seldom important in day-to-day work – but are occasionally VERY important. High levels of competency (which tend to go down after ten or twelve years in the same field if new techniques and brain use is not developed – usually through promotion and seeing a fuller picture) require sorting things into the proper “mental file” and recognizing the difference between important, urgent, and neither quickly. The medical field was given as an example for this. One of the reasons there are so many levels of talent is because you need a few big picture, overview doctors and administrators overseeing younger more energetic (but less experienced) worker bees who in turn train the students who will eventually become their replacements. In each step, you learn a new way to sort and store information and priorities and danger signs.
In the field of architecture, archiving and something known as ‘saving conventions’ are a very big deal. It used to be pretty straight forward because almost every architectural contract (for a whole project - it is different if you are hired to give say three or four potential designs as concepts) has four milestones starting with conceptual designs and ending with working drawings. At each phase, certain criteria are contractually obligated to be included and payments are released. In the old days when plans were made on paper (actually vellum), a background was made with the shape and important features and each worker would address a specific area (Fred, you have a nice aesthetic so you design the front elevations- Betty, you design public floor plan- Dave, you focus on the storage areas or backrooms- Kevin, you design the bathrooms). Those elements are eventually agreed upon then stacked on a light box and a master is made. That master is sent to the customer for payment, but a copy is placed into the archive and several copies are printed out for further work. Some employees choose fixtures, others work on technical issues, consultants add in temperature controls,electrical, and plumbing equipment, landscaping, etc.
In those days, once the sheets were added to an archive it never came back out so it was never altered Phase One was archived, Phase Two was archived, then Phase Three was in the works with a deadline of next Friday and very few people worked on Phase Four. But now that files are electronic, some well meaning but clueless employee can access the archive file and modify it!! This is a very big deal because each phase must be saved separately and later down the road it is often important to prove the client signed off on something that they might not have noticed until the final working drawings are provided and suddenly they pay close attention and refuse to pay because in their mind something new has been dropped in.
I tell that whole story because I had to fire a young woman who was a very good worker and otherwise competent – but could not grasp that archived files are NEVER, EVER to be modified. She did not have the ability (or perhaps the desire) to mentally create the correct amount of files. In her view, there is only the current file – and a trash bin full of discarded versions. She was quite adamant that she was correct and that our office standards were a bunch of meaningless rules beneath the genius had to offer, even when it got to that point.
I have had the privilege of knowing some remarkably competent people, most of them in fields in which I am not very well versed. In every case a major contributing factor to their success (or occasionally- contributing reason for limited success in contrary cases) was their ability to sort things into the roughly correct amount of commonly used files, supplemented by an expert knowledge of very seldom used files that are none-the-less urgently vital.
To a large degree, both in my own experience, and in the non-fiction I have read on the subject, there is a profound relationship between competence and a modified Occam’s Razor of knowing and using all of the important matters and ignoring all of the unimportant matters. Perhaps the greatest indicator of competence.
And for the record, I am far, far too detail oriented for my own good (and the good of those who have to deal with me). In the one or two areas where I am a genuine expert – it is a benefit to be able to immediately go to a great deal of detail creating opportunities less experienced competitors would have to study to achieve. In all other areas of life I often get caught up in details that are sometimes insignificant because I am not looking at the big picture. (Perhaps better expressed – in my field the big picture is always there in the back of my mind no matter how far I zoom in, how much detail I consider. In my field the detail is always tempered by fully understanding the big picture. In other fields, when I zoom into those details I do not have the breadth of background to keep all of the important matters from the big picture in mind.)
“There are two kinds of people in the world, those who vote like I do . . . and those who deserve --”
In the current political environment this matches my experience also.
Going into too much detail (again), I believe one of the best books on the subject is Danial Levitin’s The Organized Mind
Other good books on the subject, almost all of which are more accessible are:
Top Dog
The Tipping Point
Why We Make Mistakes
Thinking Fast and Slow
How We Decide
Nudge (This one really startled me!)
Everything Is Obvious (Once You Know The Answer)
and even a couple that are not exactly right on target:
Getting To Yes
The Devil Is In The Details (Which is actually just an inside glimpse of how one particular mind works)