The engineering practice lives at the intersection of the concrete and the abstract. While engineers solve tangible, well-defined problems, engineering managers deal with the intangible realm of strategies, priorities, and organizational affairs. This chapter explores the fundamental difference between these two dimensions of engineering work: the linear, first-in-first-out logic of technical problem solving versus the messy, interdependent, and evolving “networks of problems” that managers accumulate, as they juggle with networked collections of problems, often without any tracking or closure. The result is a constant fight between those who design and build systems and those who manage them.