Forrest Landry
An organization is a set of rules and relationships, but the rules are only as good as the relationships.
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That line flips the usual 'rules first' habit by making relationships the actual backbone of governance. If relationships are weak, even airtight procedures crumble; if they're strong, rules stick and evolve. The practical question: how do you design incentives, feedback loops, and rituals that strengthen the network of relationships without letting process ossify into performative compliance?
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