When your group consists of only a few people, such as an immediate family unit or a tiny company, everyone can be involved in most major decisions and understand everything relevant to the group. At ten to fifteen people, though, this simple system breaks down, and you need some more organizational structure (subgroups, discrete projects, etc.), or chaos ensues. At thirty to fifty people, the same thing happens again—you need to create even more structure (teams, formal management, etc.) to avoid another round of disruption. And when you get to 150, Dunbar’s number, you start to need more
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