𒀭Aco on Nostr: Most beings think of productivity in terms of how much one individual can get done, ...

Most beings think of productivity in terms of how much one individual can get done, because that’s generally where they come in. Scaling on operation basically means copying or expanding the operation so it can do more of the same. If you managing rpo is someone I bought to make number go up, scaling the operation is like buying another one of you, so I have two instances going, doubling returns. Scaling is where real value comes from.

Real life, particularly our situation, is both harder and easier than an idle game. It’s harder because we can’t just casually buy new workers—we have to recruit, onboard, and find the right fit for them. But it’s easier in one of the coolest ways: We can get a worker who is in charge of recruiting other workers. So the idle game starts playing itself.

Then you can back up. Suddenly, it’s like a new idle game. Except that one idle game someone else is playing is like just one thing you buy. And you can start buying more of *those.* So rather than logarithmic as in an idle game, real life can go *exponential.*

This is the true nature of hierarchy and why it’s done so much. It concentrates the labor and work of countless individuals the wider it goes. All of this escalation, where it’s not just about what someone can do but how much we can replicate the entire process, is called *scaling.*