€•¶Œsphinx.addnodes”Œdocument”“”)”}”(Œ rawsource”Œ”Œchildren”]”(Œ translations”Œ LanguagesNode”“”)”}”(hhh]”(hŒ pending_xref”“”)”}”(hhh]”Œdocutils.nodes”ŒText”“”ŒChinese (Simplified)”…””}”Œparent”hsbaŒ attributes”}”(Œids”]”Œclasses”]”Œnames”]”Œdupnames”]”Œbackrefs”]”Œ refdomain”Œstd”Œreftype”Œdoc”Œ reftarget”Œ,/translations/zh_CN/process/management-style”Œmodname”NŒ classname”NŒ refexplicit”ˆuŒtagname”hhh ubh)”}”(hhh]”hŒChinese (Traditional)”…””}”hh2sbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/zh_TW/process/management-style”Œmodname”NŒ classname”NŒ refexplicit”ˆuh1hhh ubh)”}”(hhh]”hŒItalian”…””}”hhFsbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/it_IT/process/management-style”Œmodname”NŒ classname”NŒ refexplicit”ˆuh1hhh ubh)”}”(hhh]”hŒJapanese”…””}”hhZsbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/ja_JP/process/management-style”Œmodname”NŒ classname”NŒ refexplicit”ˆuh1hhh ubh)”}”(hhh]”hŒKorean”…””}”hhnsbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/ko_KR/process/management-style”Œmodname”NŒ classname”NŒ refexplicit”ˆuh1hhh ubh)”}”(hhh]”hŒPortuguese (Brazilian)”…””}”hh‚sbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/pt_BR/process/management-style”Œmodname”NŒ classname”NŒ refexplicit”ˆuh1hhh ubh)”}”(hhh]”hŒSpanish”…””}”hh–sbah}”(h]”h ]”h"]”h$]”h&]”Œ refdomain”h)Œreftype”h+Œ reftarget”Œ,/translations/sp_SP/process/management-style”Œmodname”NŒ classname”NŒ refexplicit”ˆuh1hhh ubeh}”(h]”h ]”h"]”h$]”h&]”Œcurrent_language”ŒEnglish”uh1h hhŒ _document”hŒsource”NŒline”NubhŒtarget”“”)”}”(hŒ.. _managementstyle:”h]”h}”(h]”h ]”h"]”h$]”h&]”Œrefid”Œmanagementstyle”uh1hµh´Khhh²hh³ŒF/var/lib/git/docbuild/linux/Documentation/process/management-style.rst”ubhŒsection”“”)”}”(hhh]”(hŒtitle”“”)”}”(hŒLinux kernel management style”h]”hŒLinux kernel management style”…””}”(hhËh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÉhhÆh²hh³hÃh´KubhŒ paragraph”“”)”}”(hXCThis is a short document describing the preferred (or made up, depending on who you ask) management style for the linux kernel. It's meant to mirror the :ref:`process/coding-style.rst ` document to some degree, and mainly written to avoid answering [#f1]_ the same (or similar) questions over and over again.”h]”(hŒœThis is a short document describing the preferred (or made up, depending on who you ask) management style for the linux kernel. It’s meant to mirror the ”…””}”(hhÛh²hh³Nh´Nubh)”}”(hŒ-:ref:`process/coding-style.rst `”h]”hŒinline”“”)”}”(hhåh]”hŒprocess/coding-style.rst”…””}”(hhéh²hh³Nh´Nubah}”(h]”h ]”(Œxref”Œstd”Œstd-ref”eh"]”h$]”h&]”uh1hçhhãubah}”(h]”h ]”h"]”h$]”h&]”Œrefdoc”Œprocess/management-style”Œ refdomain”hôŒreftype”Œref”Œ refexplicit”ˆŒrefwarn”ˆŒ reftarget”Œ codingstyle”uh1hh³hÃh´KhhÛubhŒ@ document to some degree, and mainly written to avoid answering ”…””}”(hhÛh²hh³Nh´NubhŒfootnote_reference”“”)”}”(hŒ[#f1]_”h]”hŒ1”…””}”(hjh²hh³Nh´Nubah}”(h]”Œid1”ah ]”h"]”h$]”h&]”Œauto”KhÁŒf1”Œdocname”juh1j hhÛŒresolved”KubhŒ6 the same (or similar) questions over and over again.”…””}”(hhÛh²hh³Nh´Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´KhhÆh²hubhÚ)”}”(hXManagement style is very personal and much harder to quantify than simple coding style rules, so this document may or may not have anything to do with reality. It started as a lark, but that doesn't mean that it might not actually be true. You'll have to decide for yourself.”h]”hXManagement style is very personal and much harder to quantify than simple coding style rules, so this document may or may not have anything to do with reality. It started as a lark, but that doesn’t mean that it might not actually be true. You’ll have to decide for yourself.”…””}”(hj+h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´K hhÆh²hubhÚ)”}”(hXBBtw, when talking about "kernel manager", it's all about the technical lead persons, not the people who do traditional management inside companies. If you sign purchase orders or you have any clue about the budget of your group, you're almost certainly not a kernel manager. These suggestions may or may not apply to you.”h]”hXJBtw, when talking about “kernel managerâ€, it’s all about the technical lead persons, not the people who do traditional management inside companies. If you sign purchase orders or you have any clue about the budget of your group, you’re almost certainly not a kernel manager. These suggestions may or may not apply to you.”…””}”(hj9h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´KhhÆh²hubhÚ)”}”(hŒ‚First off, I'd suggest buying "Seven Habits of Highly Effective People", and NOT read it. Burn it, it's a great symbolic gesture.”h]”hŒŠFirst off, I’d suggest buying “Seven Habits of Highly Effective Peopleâ€, and NOT read it. Burn it, it’s a great symbolic gesture.”…””}”(hjGh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´KhhÆh²hubhŒfootnote”“”)”}”(hŒ£This document does so not so much by answering the question, but by making it painfully obvious to the questioner that we don't have a clue to what the answer is. ”h]”(hŒlabel”“”)”}”(hhh]”hŒ1”…””}”(hj]h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j[hjWh²hh³Nh´NubhÚ)”}”(hŒ¢This document does so not so much by answering the question, but by making it painfully obvious to the questioner that we don't have a clue to what the answer is.”h]”hŒ¤This document does so not so much by answering the question, but by making it painfully obvious to the questioner that we don’t have a clue to what the answer is.”…””}”(hjjh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´KhjWubeh}”(h]”jah ]”h"]”Œf1”ah$]”h&]”jajKjjuh1jUh³hÃh´KhhÆh²hubhÚ)”}”(hŒAnyway, here goes:”h]”hŒAnyway, here goes:”…””}”(hjh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´KhhÆh²hubh¶)”}”(hŒ.. _decisions:”h]”h}”(h]”h ]”h"]”h$]”h&]”hÁŒ decisions”uh1hµh´K hhÆh²hh³hÃubhÅ)”}”(hhh]”(hÊ)”}”(hŒ 1) Decisions”h]”hŒ 1) Decisions”…””}”(hj›h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÉhj˜h²hh³hÃh´K#ubhÚ)”}”(hŒáEverybody thinks managers make decisions, and that decision-making is important. The bigger and more painful the decision, the bigger the manager must be to make it. That's very deep and obvious, but it's not actually true.”h]”hŒåEverybody thinks managers make decisions, and that decision-making is important. The bigger and more painful the decision, the bigger the manager must be to make it. That’s very deep and obvious, but it’s not actually true.”…””}”(hj©h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´K%hj˜h²hubhÚ)”}”(hXƒThe name of the game is to **avoid** having to make a decision. In particular, if somebody tells you "choose (a) or (b), we really need you to decide on this", you're in trouble as a manager. The people you manage had better know the details better than you, so if they come to you for a technical decision, you're screwed. You're clearly not competent to make that decision for them.”h]”(hŒThe name of the game is to ”…””}”(hj·h²hh³Nh´NubhŒstrong”“”)”}”(hŒ **avoid**”h]”hŒavoid”…””}”(hjÁh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hj·ubhXi having to make a decision. In particular, if somebody tells you “choose (a) or (b), we really need you to decide on thisâ€, you’re in trouble as a manager. The people you manage had better know the details better than you, so if they come to you for a technical decision, you’re screwed. You’re clearly not competent to make that decision for them.”…””}”(hj·h²hh³Nh´Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´K*hj˜h²hubhÚ)”}”(hŒî(Corollary:if the people you manage don't know the details better than you, you're also screwed, although for a totally different reason. Namely that you are in the wrong job, and that **they** should be managing your brilliance instead).”h]”(hŒ½(Corollary:if the people you manage don’t know the details better than you, you’re also screwed, although for a totally different reason. Namely that you are in the wrong job, and that ”…””}”(hjÙh²hh³Nh´NubjÀ)”}”(hŒ**they**”h]”hŒthey”…””}”(hjáh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hjÙubhŒ- should be managing your brilliance instead).”…””}”(hjÙh²hh³Nh´Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´K1hj˜h²hubhÚ)”}”(hX6So the name of the game is to **avoid** decisions, at least the big and painful ones. Making small and non-consequential decisions is fine, and makes you look like you know what you're doing, so what a kernel manager needs to do is to turn the big and painful ones into small things where nobody really cares.”h]”(hŒSo the name of the game is to ”…””}”(hjùh²hh³Nh´NubjÀ)”}”(hŒ **avoid**”h]”hŒavoid”…””}”(hjh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hjùubhX decisions, at least the big and painful ones. Making small and non-consequential decisions is fine, and makes you look like you know what you’re doing, so what a kernel manager needs to do is to turn the big and painful ones into small things where nobody really cares.”…””}”(hjùh²hh³Nh´Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´K6hj˜h²hubhÚ)”}”(hX§It helps to realize that the key difference between a big decision and a small one is whether you can fix your decision afterwards. Any decision can be made small by just always making sure that if you were wrong (and you **will** be wrong), you can always undo the damage later by backtracking. Suddenly, you get to be doubly managerial for making **two** inconsequential decisions - the wrong one **and** the right one.”h]”(hŒßIt helps to realize that the key difference between a big decision and a small one is whether you can fix your decision afterwards. Any decision can be made small by just always making sure that if you were wrong (and you ”…””}”(hjh²hh³Nh´NubjÀ)”}”(hŒ**will**”h]”hŒwill”…””}”(hj!h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hjubhŒx be wrong), you can always undo the damage later by backtracking. Suddenly, you get to be doubly managerial for making ”…””}”(hjh²hh³Nh´NubjÀ)”}”(hŒ**two**”h]”hŒtwo”…””}”(hj3h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hjubhŒ+ inconsequential decisions - the wrong one ”…””}”(hjh²hh³Nh´NubjÀ)”}”(hŒ**and**”h]”hŒand”…””}”(hjEh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hjubhŒ the right one.”…””}”(hjh²hh³Nh´Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´Kh²hh³Nh´NubjÀ)”}”(hŒ**in private**”h]”hŒ in private”…””}”(hjFh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hj>ubhŒò that they screwed up. Not just so they can avoid it in the future, but so that they know they owe you one. And, perhaps even more importantly, they’re also likely the person who can fix it. Because, let’s face it, it sure ain’t you.”…””}”(hj>h²hh³Nh´Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´Kåhjÿh²hubhÚ)”}”(hX#Taking the blame is also why you get to be manager in the first place. It's part of what makes people trust you, and allow you the potential glory, because you're the one who gets to say "I screwed up". And if you've followed the previous rules, you'll be pretty good at saying that by now.”h]”hX/Taking the blame is also why you get to be manager in the first place. It’s part of what makes people trust you, and allow you the potential glory, because you’re the one who gets to say “I screwed upâ€. And if you’ve followed the previous rules, you’ll be pretty good at saying that by now.”…””}”(hj^h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´Këhjÿh²hubeh}”(h]”Œ placing-blame”ah ]”h"]”Œ4) placing blame”ah$]”h&]”uh1hÄhhÆh²hh³hÃh´KÙubhÅ)”}”(hhh]”(hÊ)”}”(hŒ5) Things to avoid”h]”hŒ5) Things to avoid”…””}”(hjwh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÉhjth²hh³hÃh´KóubhÚ)”}”(hX%There's one thing people hate even more than being called "d*ckhead", and that is being called a "d*ckhead" in a sanctimonious voice. The first you can apologize for, the second one you won't really get the chance. They likely will no longer be listening even if you otherwise do a good job.”h]”hX1There’s one thing people hate even more than being called “d*ckheadâ€, and that is being called a “d*ckhead†in a sanctimonious voice. The first you can apologize for, the second one you won’t really get the chance. They likely will no longer be listening even if you otherwise do a good job.”…””}”(hj…h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´Kõhjth²hubhÚ)”}”(hX+We all think we're better than anybody else, which means that when somebody else puts on airs, it **really** rubs us the wrong way. You may be morally and intellectually superior to everybody around you, but don't try to make it too obvious unless you really **intend** to irritate somebody [#f3]_.”h]”(hŒdWe all think we’re better than anybody else, which means that when somebody else puts on airs, it ”…””}”(hj“h²hh³Nh´NubjÀ)”}”(hŒ **really**”h]”hŒreally”…””}”(hj›h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hj“ubhŒš rubs us the wrong way. You may be morally and intellectually superior to everybody around you, but don’t try to make it too obvious unless you really ”…””}”(hj“h²hh³Nh´NubjÀ)”}”(hŒ **intend**”h]”hŒintend”…””}”(hj­h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hj“ubhŒ to irritate somebody ”…””}”(hj“h²hh³Nh´Nubj )”}”(hŒ[#f3]_”h]”hŒ3”…””}”(hj¿h²hh³Nh´Nubah}”(h]”Œid4”ah ]”h"]”h$]”h&]”jKhÁŒf3”jjuh1j hj“j KubhŒ.”…””}”(hj“h²hh³Nh´Nubeh}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´Kûhjth²hubhÚ)”}”(hX5Similarly, don't be too polite or subtle about things. Politeness easily ends up going overboard and hiding the problem, and as they say, "On the internet, nobody can hear you being subtle". Use a big blunt object to hammer the point in, because you can't really depend on people getting your point otherwise.”h]”hX=Similarly, don’t be too polite or subtle about things. Politeness easily ends up going overboard and hiding the problem, and as they say, “On the internet, nobody can hear you being subtleâ€. Use a big blunt object to hammer the point in, because you can’t really depend on people getting your point otherwise.”…””}”(hjÙh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´Mhjth²hubhÚ)”}”(hX,Some humor can help pad both the bluntness and the moralizing. Going overboard to the point of being ridiculous can drive a point home without making it painful to the recipient, who just thinks you're being silly. It can thus help get through the personal mental block we all have about criticism.”h]”hX.Some humor can help pad both the bluntness and the moralizing. Going overboard to the point of being ridiculous can drive a point home without making it painful to the recipient, who just thinks you’re being silly. It can thus help get through the personal mental block we all have about criticism.”…””}”(hjçh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´Mhjth²hubjV)”}”(hXHint: internet newsgroups that are not directly related to your work are great ways to take out your frustrations at other people. Write insulting posts with a sneer just to get into a good flame every once in a while, and you'll feel cleansed. Just don't crap too close to home. ”h]”(j\)”}”(hhh]”hŒ3”…””}”(hjùh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j[hjõh²hh³Nh´NubhÚ)”}”(hXHint: internet newsgroups that are not directly related to your work are great ways to take out your frustrations at other people. Write insulting posts with a sneer just to get into a good flame every once in a while, and you'll feel cleansed. Just don't crap too close to home.”h]”hXHint: internet newsgroups that are not directly related to your work are great ways to take out your frustrations at other people. Write insulting posts with a sneer just to get into a good flame every once in a while, and you’ll feel cleansed. Just don’t crap too close to home.”…””}”(hjh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´M hjõubeh}”(h]”jÎah ]”h"]”Œf3”ah$]”h&]”jÉajKjjuh1jUh³hÃh´M hjth²hubeh}”(h]”Œthings-to-avoid”ah ]”h"]”Œ5) things to avoid”ah$]”h&]”uh1hÄhhÆh²hh³hÃh´KóubhÅ)”}”(hhh]”(hÊ)”}”(hŒ 6) Why me?”h]”hŒ 6) Why me?”…””}”(hj&h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÉhj#h²hh³hÃh´MubhÚ)”}”(hŒãSince your main responsibility seems to be to take the blame for other peoples mistakes, and make it painfully obvious to everybody else that you're incompetent, the obvious question becomes one of why do it in the first place?”h]”hŒåSince your main responsibility seems to be to take the blame for other peoples mistakes, and make it painfully obvious to everybody else that you’re incompetent, the obvious question becomes one of why do it in the first place?”…””}”(hj4h²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1hÙh³hÃh´Mhj#h²hubhÚ)”}”(hX©First off, while you may or may not get screaming teenage girls (or boys, let's not be judgmental or sexist here) knocking on your dressing room door, you **will** get an immense feeling of personal accomplishment for being "in charge". Never mind the fact that you're really leading by trying to keep up with everybody else and running after them as fast as you can. Everybody will still think you're the person in charge.”h]”(hŒFirst off, while you may or may not get screaming teenage girls (or boys, let’s not be judgmental or sexist here) knocking on your dressing room door, you ”…””}”(hjBh²hh³Nh´NubjÀ)”}”(hŒ**will**”h]”hŒwill”…””}”(hjJh²hh³Nh´Nubah}”(h]”h ]”h"]”h$]”h&]”uh1j¿hjBubhX get an immense feeling of personal accomplishment for being “in chargeâ€. Never mind the fact that you’re really leading by trying to keep up with everybody else and running after them as fast as you can. 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