Early in my career, and partially because I worked at a place that was a little silly and I didn't have much contact outside the organization, my title in my email signature was Spaghetti Straightener / Cat Herder. The first part was a nod to the code I was untangling as an engineer. The second was a nod to the fact that I was also a manager.
On the engineering side, things made sense. I'm building a system. It has reasonably well defined expectations for inputs and outputs, for behavior in a given scenario. When the structure needs to change, there are well established patterns for changing it, mostly thanks to our refactoring forefathers. You can reason your way through code. You can trust that the same input produces the same output tomorrow as it did today.
The people side doesn't work that way. You can set expectations for your employees. You can communicate them clearly. People still carry an element of non-determinism that no amount of clarity resolves. It's not always obvious why someone makes the choice they make. One of the hardest parts of managing is trying to predict the unpredictable, trying to find the right way to guide someone toward the behavior that will actually help them succeed.
