The nineteenth task is to keep a system in motion. Someone with it distributes, brings things into agreement and sees to it that the parts work with one another.
The task has no upper limit: from the head of a small group to the highest offices. What matters is that this person is not the one executing the work, but the one thanks to whom those who execute it do not collide.
The difference from the fourth task is substantial. The nineteenth does not have to master the whole content of the work — it needs to understand who can do what and how to join it together. Immersion in detail gets in its way rather than helping.
The task is carried out when without this person the team crumbles into parts that are out of agreement — and that is visible immediately.
