#+title: Orders of Magnitude
#+filetags: :passepartout:framework:time:scale:hierarchy:

:PROPERTIES:
:ID:       2cdca4b0-6b41-44b4-acb0-af21d0e27b00
:ID:       orders-of-magnitude-time
:CREATED:  [2026-05-23 Sat]
:END:

Time at human scales is best thought of in orders of magnitude, not linear progression. Each jump in scale is qualitatively different — the constraints, the tools, the feedback loops, and the failure modes change entirely.

The hierarchy:

| Scale | What fits | Feedback | Failure mode |
|-------|-----------|----------|--------------|
| Minutes | Firefighting, ops, real-time decisions | Instant | Burnout, whiplash |
| Hours | Work session, meeting, focused task | Same day | Interruption cascade |
| Days | Shippable thing, momentum building | Next day | Drift, distraction |
| Weeks | Sprint, feature, market pulse | One cycle | Wrong direction |
| Months | Product cycle, hiring, traction | One data point | Bleeding out slow |
| Years | Company, [[id:aa6d062e-a520-5d14-8773-00687ed9c689][moats]], technology shifts | Scarce | Irrelevance |
| Generations | Culture, regulation, infrastructure | Post-founding | Irreversibility |

Practical use:

When planning anything, identify which order of magnitude you're operating in — then use the tools and cadence appropriate to that scale, not the one below or above it. A minutes problem solved with a weeks solution is overengineering; a years problem approached with days thinking is naive.

Common mistake: treating a months/years problem as if it can be solved in days/weeks (startup hype, premature optimization) or a minutes problem as if it deserves weeks of deliberation (analysis paralysis, bikeshedding).

The [[id:dc2e4f22-1c4c-5d4a-a151-f96e5d3b0d70][Time estimates]] page applies this framework to [[id:28c46769-c14b-42aa-ac7a-69d310157f8f][Passepartout]]'s development timeline.
