Abstraction+Organizational

Abstraction in organizations lets us standardize operations and procedures to make them replicable and reliable. Templates, frameworks, codification in general helps us to find generalized ways of working together so we don’t dedicate all our time to the specifics of each case. Of course these abstractions also smooth over differences which can feel less personal as well. (The German-Korean philosopher, Byung-Chul Han, explores our obsession with smoothness in his book, Saving Beauty.) 

We can increase efficiency and innovation with abstractions, but we can also lose the sense of human to human, drowning in bureaucracy. (Thinking here of David Graeber's Utopia of Rules: On Technology, Stupidity, and the Secret Joys of Bureaucracy.)

How do you find balance between abstractions and specifics in organizations?