The Hiring Pipeline (Contrast Case)
A corporation implements a "Culture Fit Initiative," an official, written hiring plan. Its stated goal is to "ensure new hires integrate smoothly and preserve the company's successful 'secret sauce'."
1. **Stage 1 (HR Screener):** The screener uses software that automatically scores and filters resumes based on proxies for cultural similarity—such as alma mater, previous employers, and even listed hobbies. Their performance is measured by how quickly they pass along high-scoring candidates.
2. **Stage 2 (Hiring Manager):** The hiring manager receives this pre-filtered, high-"fit" pool. They must use a mandatory interview rubric that heavily weights these same "fit" criteria. Deviating is costly: advancing a low-scoring candidate requires special justification and negatively impacts the manager's performance review.
Neither the screener nor the manager intends to discriminate by race or gender. They are both diligently following the *official plan* to maximize "Culture Fit." Their actions are tightly and non-deviantly coordinated by this plan's artifacts (the software, the rubric, the performance metrics) to produce a systematically homogenous workforce.
* The actions (`A`) are: filtering and interviewing.
* The purpose (`G2`) is not a stated goal but a *selected-effect function*: the reproduction of workforce homogeneity. The specific artifacts—the algorithm and the rubric—were not selected for at random; they persist because they are effective at achieving this systemic outcome, which stabilizes the existing corporate culture.
* This systemic plan (`P2`) explains the agents’ joint conformity. The reason their actions are so reliably coupled to produce *this specific outcome* is that the coordinating mechanisms are functionally organized to do so. The homogeneity is not an accidental byproduct, like a dance alerting a prowler; it is the functional point of the coordinating structure itself.
(Of course there are probably other goals in this situation,
eg to hire competent employees. But the point is that the conditions
proposed as sufficient can be met by a
tuple
without a common practical orientation concerning that G)
plan: cultural fit initiative
stage 1: HR officer screens for ‘cultural similarity’ to ensure smooth integration
stage 2: hiring manager gets screened candidates, applies interview rubric to measure fit.
