Groups, brains, and the fallacy of digital thinking

Dave Snowden publishes a post today thick with some interesting brain research and some musing about how we might structure organizations along the lines of what we know about how brains work:

What would be different is an organisational design practice that treats cognitive profile distribution as an analogue substrate to maintain, not individual variation to manage toward a norm. It would assess tools, processes, and frameworks for their effect on that substrate — asking, in Clark’s terms, whether each is scaffolding or substituting, rather than measuring only their effect on output. It would recognise that anything enforcing cognitive convergence at scale- process environments, competency frameworks, uniform AI policy- is making a trade on behalf of the collective that the collective has not been asked to consent to, and may not be able to reverse.