The issue is assuming that your dogma of organization building is correct and that it absolves you from actually resolving inevitable issues between people and

The issue is assuming that your dogma of organization building is correct and that it absolves you from actually resolving inevitable issues between people and between people and the organization. If you don't take on this assumption I think it will go smoother than if you're relying on structure or lack of structure to save you from actually taking on each issue (where each issue will, each time, have their own sets of tricky, subtle and thorny trade-offs).....