There seems to be an innate human desire to fix problems right in front of your eyes that you can see clearly. And that's not limited to software development.
People seem to be constantly developing workarounds for the deliberate sabotage by their own superiors preventing them from doing the work they're being paid to do, and even sacrificing their own time for it.
Unfortunately, this keeps the parasites in power as it masks the damage their approaches are doing, or would be doing if left to run their natural course.
Don't be a cuck and pick up others' shit. Especially not if they're higher-paid and get to give you orders.
Unfortunately, this keeps the parasites in power as it masks the damage their approaches are doing, or would be doing if left to run their natural course.
I hear this, but I also find there's practically no retrospective at the managerial level outside of an acquisition as that's the only way a culture shift is incurred at the upper levels, and that of course all depends on the acquirer.
They're all too busy playing the game of minimizing their exposure, creating leverage and advantage for their ambitions, etc.
I feel like a managerial culture is something that kicks off on day one and gets perpetuated, or it just turns into every other Enterprise eventually.
Comments
There seems to be an innate human desire to fix problems right in front of your eyes that you can see clearly. And that's not limited to software development.
People seem to be constantly developing workarounds for the deliberate sabotage by their own superiors preventing them from doing the work they're being paid to do, and even sacrificing their own time for it.
Unfortunately, this keeps the parasites in power as it masks the damage their approaches are doing, or would be doing if left to run their natural course.
Don't be a cuck and pick up others' shit. Especially not if they're higher-paid and get to give you orders.
I hear this, but I also find there's practically no retrospective at the managerial level outside of an acquisition as that's the only way a culture shift is incurred at the upper levels, and that of course all depends on the acquirer.
They're all too busy playing the game of minimizing their exposure, creating leverage and advantage for their ambitions, etc.
I feel like a managerial culture is something that kicks off on day one and gets perpetuated, or it just turns into every other Enterprise eventually.