The designers, architects, managers, directors, conductors, choreographers of optimally achieving organization will know their people.  The optimally achieving organization will also not view people as part of the material and tools to be used.  My simulations show why very clearly.  People make the decisions about the materials and tools.  It is difficult for an organization to choose the right people and then not choose the right materials and tools.  It is a virtual certainty that an organization with the wrong people will use the wrong tools and materials.  In the end materials, tools, and people contribute.  It is foolish and totally pointless to try and say one is more important than the other.  It would be like asking which link in the chain is the most important in pulling a car out of a ditch. 

The designer needs to have an in depth knowledge of the skills and capabilities of the workers who will create the design.  It is common practice today, in many technology and business fields, that when one identifies the need for a specific skill the designer or project manager will specify quantity of the required personnel resource in terms of person days without regard to who specifically will do the work.  This is absurd.  How long something takes depends on who is doing the work.  Tthe estimate of resource requirements is essential to the design process, one cannot know if a particular design will be what is wanted without knowing how much it will cost.  The designer must provide an estimate.  Thus he needs to have in depth knowledge of the capabilities of the workers who will translate the design into reality.

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