When we do read code, we find that some of it gets written because of machine limitations, some because of language limitations, some because of programmer limitations, some because of historical accidents, and some because of specifications — both essential and inessential.

Linear models tend to define relationships in terms of roles rather than people: the boss rather than the person actually exerting influence. The organic model tends to define relationships in terms of one unique person to another unique person.

The shortsighted or insecure team leader may feel that the best way to please management is to promise them whatever they ask. But, ultimately, what the management wants is kept promises, and these can only be obtained if the team leader can win team acceptance of the promises as their goals. What the team leader must learn is that Managers — no matter how hard they press for promises — really want results. Results will be far more easily obtained if they are obtained in the pursuit of goals set with full team participation.