Merge pull request #6 from jbrunton/edits

fix: edits to decentralized control

decentralized-control/decentralized-control.tex

@@ -54,9 +54,9 @@
 \begin{multicols}{2}
 
 \noindent
-The military has spent centuries wrestling with the balance between centralized and decentralized control, with the ideas regularly tested in battle. Moreover, the modern military relies upon the initiative of subordinates. It views war as a domain of inherent uncertainty, where the side that can best exploit uncertainty will win.
+Militaries has spent centuries wrestling with the balance between centralized and decentralized control, with the ideas regularly tested in battle. Moreover, the modern military, exemplified by the US Marine Corps, relies upon the initiative of subordinates. Marines view war as a domain of inherent uncertainty, where the side that can best exploit uncertainty will win.
 
-Product developers often track deviations from plan and invest effort into correcting these deviations. The starting assumption is that deviations are bad and conformance to plan is ideal. In contrast, Marines believe that warfare constantly presents unforeseen obstacles and unexpected opportunities. They recognize that this emerging information is visible first the front lines, so control is pushed down to front line troops who are trained to react quickly.
+Product developers often track deviations from plan and invest effort into correcting these deviations. The starting assumption is that deviations are bad and conformance to plan is ideal. In contrast, Marines believe that warfare constantly presents unforeseen obstacles and unexpected opportunities. They recognize that this emerging information is visible first to the front lines, so control is pushed down to front line troops who are trained to react quickly.
 
 \end{multicols}
 
@@ -71,17 +71,17 @@ \section{Balancing Centralization and Decentralization}
 
 \subsection{D1: The Perishability Principle: Decentralize control for problems and opportunities that age poorly}
 
-We should decentralize control to seize opportunities which are fleeting. This does not mean decentralizing responsibility: we need to decentralize the authority to act, and pre-position sufficient resourcees to make this action meaningful.
+We should decentralize control to seize opportunities which are fleeting. This does not mean decentralizing responsibility: we need to decentralize the authority to act, and pre-position sufficient resources to make this action meaningful.
 
 \subsection{D2: The Scale Principle: Centralize control for problems that are infrequent, large, or that have significant economies of scale}
 
 Centralizing resources often increases response times, but some problems require large-scale responses which must be centralized.
 
-It is also appropriate to centralize resources to pool variable demand (e.g. of specialist roles such as legal counsel), and when there are infrequent but large excursions in demand. Centralized resources also have the benefit of consistency between projects. However, centralized teams must be measured on response time instead of local efficiency: a centralized team loaded to capacity will respond slowly.
+It is also appropriate to centralize resources to pool variable demand (e.g. of specialist roles such as legal counsel). Centralized resources also have the benefit of consistency between projects. However, centralized teams must be measured on response time instead of local efficiency: a centralized team loaded to capacity will respond slowly.
 
 \subsection{D3: The Principle of Layered Control: Adapt the control approach to emerging information about the problem}
 
-If you can judge the severity of the problem at its time of arrival, you can use \textbf{triage} to decide whether the response should be centralized or decentralized. If we cannot know in advance then we can use \textbf{escalation}: problems which are not resolved within a certain time are escalated to a higher organizational level.
+If you can judge the severity of the problem at its time of arrival, you can use \textbf{triage} to decide whether the response should be centralized or decentralized. If we cannot know that in advance then we can use \textbf{escalation}: problems which are not resolved within a certain time are escalated to a higher organizational level.
 
 \subsection{D4: The Opportunistic Principle: Adjust the plan for unplanned obstacles and opportunities}
 
@@ -140,19 +140,25 @@ \subsection{D13: The Principle of Peer-Level Coordination: Tactical coordination
 
 Maintaining alignment is easy with centralized control. It is much more difficult when we decentralize control and emphasize local initiative. Marines achieve this through explicit and implicit communications: the former through face-to-face and voice comms, the latter through doctrine and training. Marines can predict what other marines will do with surprising accuracy thanks to extensive training with peers.
 
-In both cases there is an emphasis on lateral communication rather than strict hierarchical communication. The continuous peer-to-peer communications of a colocated team is far more effective at responding to uncertainty than a centralized project management organization.
+In both cases there is an emphasis on lateral communication rather than strict hierarchical communication. The continuous peer-to-peer communication of a colocated team is far more effective at responding to uncertainty than a centralized project management organization.
 
 \subsection{D14: The Principle of Flexible Plans: Use simple modular plans}
 
-The recognition of uncertainty in warfare does not mean the absence of planning. Everything that can be forecast reasonably well in advance is carefully planned. Flexibility is achieved by preplanning ``branches" and ``sequels". Branches are points where different paths can be selected depending on existing conditions. Sequels are preplanned follow-on actions. This approach increases the chance of maintaining alignment when conditions change.
+The recognition of uncertainty in warfare does not mean the absence of planning. Everything that can be forecast reasonably well in advance is carefully planned.
+
+Flexibility is achieved by preplanning ``branches" and ``sequels". Branches are points where different paths can be selected depending on existing conditions. Sequels are preplanned follow-on actions. This approach increases the chance of maintaining alignment when conditions change.
 
 \subsection{D15: The Principle of Tactical Reserves: Decentralize a portion of reserves}
 
-To enable quick realignment, militaries will pre-position reserves at different organisational levels, so that force can be applied at the right time and place instead of making guesses in advance. In product development we can pre-position capacity margin at various levels within the project organizational structure, in both staffing levels and budgetary capacity, and especially in key processes. This permits support groups to absorb variation locally instead of having to elevate capacity issues to higher organizational levels.
+To enable quick realignment, militaries will pre-position reserves at different organisational levels, so that force can be applied at the right time and place instead of making guesses in advance.
+
+In product development we can pre-position capacity margin at various levels within the project organizational structure, in both staffing levels and budgetary capacity, and especially in key processes. This permits support groups to absorb variation locally instead of having to elevate capacity issues to higher organizational levels.
 
 \subsection{D16: The Principle of Early Contact: Make early and meaningful contact with the problem}
 
-Contact with the enemy resolves a great deal of uncertainty, and it prevents it from generating. In product development, our opposing forces are the market and technical risks that must be overcome during the project. It is critical gain early market feedback, and to focus early efforts on zones of high technical or market risk.
+Contact with the enemy resolves a great deal of uncertainty, and prevents it from generating.
+
+In product development, our opposing forces are the market and technical risks that must be overcome during the project. It is critical to gain early market feedback, and to focus early efforts on zones of high technical or market risk.
 
 \end{multicols}
 
@@ -166,7 +172,7 @@ \subsection{D17: The Principle of Decentralized Information: For decentralized d
 
 Decentralizing control requires decentralizing both the authority to make decisions and the information required to make these decisions correctly. In the Marine Corps, the minimum standard is to \textbf{understand the intentions of commanders two levels higher} in the organization.
 
-This does not mean all information must be disseminated. Principle D20 illustrates how a global decision rule can also enable fast local decision making.
+This does not mean all information must be disseminated. Principle D20 illustrates how global decision rules can also enable fast local decision making.
 
 \subsection{D18: The Frequency Response Principle: We can’t respond faster than our frequency response}
 
@@ -196,7 +202,7 @@ \subsection{D21: The Principle of Regenerative Initiative: Cultivating initiativ
 
 Marines consider inaction and lack of decisiveness to be much more dangerous than making a bad decision. An imperfect decision executed rapidly is far better than a perfect decision that is implemented late.
 
-The more we encourage initiative, the more chance we have to provide positive reinforcement for this initiative, and to execute rapidly.
+The more we encourage initiative, the more chance we have to provide positive reinforcement for this initiative, and thus to execute rapidly.
 
 \subsection{D22: The Principle of Face-to-Face Communication: Exploit the speed and bandwidth of face-to-face communications}