What Makers should Expect, from Managers

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Graham used the maker-manager language in 2009. Let me write a bit on a common question that makers have ... what the hell are the managers doing?

I have done both kinds of work. 

As a manager, one essentially does a lot of pre-science. The bulk of one's cognitive load should be data-capture. One watches events, more about humans than machines. A good machine comes with a manual. Zero humans do. The framework for evaluating a human is therefore, a matter of myriad hypotheses, none of which are useful without good data.

There are hypotheses of both the macro and micro kind. In economics, microscale refers to individual people ... but we have to go lower, and smaller, in daily life. We can refer to individual appearances as macroaesthetic, and the lower scale then as the microaesthetic ... perhaps a way to get into this is to say, we refer to body-language. We look at fashion choices, word choices, muscle tone, tics, habits, finger to finger coordination, posture, eye movements, poses, rhetoric, speech strategy, and ... we try to statistically infer, by intuition, except when there is time to spare, whether any words spoken, actions taken, conscious or unconscious ... whether they are as they seem, or deceptions, or mistakes, or suggestive of opportunities.

Similarly managers zoom out from the microaesthetic, and regard the microeconomic, and the macroeconomic orders of things.

This is what makers must expect of managers.