Thanks everyone for the feedback! I made this tool for myself and other entrepreneurs, not just lawyers. Last year when I was negotiating with investors I often wanted to diff their changes against my original forms. A tool like this would have helped me.
I recognize that there are many challenges involved in selling to lawyers, and I'm talking to lawyers about that. Here on HN I was hoping I would hear about how DocCompare is or isn't helpful to entrepreneurs, investors and hackers.
Not all versions of Word have a comparison feature, and when present, it's not very easy to use. Track changes only works if all parties use it, it can't be turned on after the fact.
The difficulty I have with this article is that it's more about rebranding subordination than management. Managers have the power to do things like organize a "DNA" team, rewarding the best technical minds. Creating an elaborate organizational system with its own language is like deploying chaff.
Ultimately in any organization power originates from a legal source and fans outward via a network of trust relationships. The structure of the network is a hierarchy, with individuals closer to the source wielding more influence. It can be explicitly codified, or left implicit as is often the case in "flat" organizations.
In either case, the best way to move up the ladder is to become trusted by people closer to the source of power. This requires social aptitude, there is no substitute.
I think the flat vs hierarchy debate is pointless. Instead the debate should be about what kinds of people should have influence in a company? What standards should be communicated to ensure that smart latecomers quickly ascend the company's social network? Values, such as obedience and conformity, tend to reinforce the social hierarchy. Values like dissent and diversity create a more fluid social environment where trust relationships can be forged across different social strata in a company.
I think this social fluidity should be emphasized over "flatness." I'd much rather work in a fluid company than a flat one where people are binned into overly formalized teams of influence. I suggest that if you want good people to rise to the top, make fluidity the DNA of your company.
Love this article, and the pictures are great. Your comment is also a good justification for finding an inspiring office space. Unfortunately for startups its tough to find affordable rentals with vaulted ceilings, gallery like interiors and red-brick walls. Maybe this is a good reason to band together with other friendly startups or look into crazy alternatives. Artist studio space can be rented for just a few hundred a month, I wonder if you could get away with turning actual gallery space into an office...
I recognize that there are many challenges involved in selling to lawyers, and I'm talking to lawyers about that. Here on HN I was hoping I would hear about how DocCompare is or isn't helpful to entrepreneurs, investors and hackers.