Building the right incentives around that can be tricky, those incentives need to ensure the highest levels of management aren't themselves disincentivising their directs & their departments from surfacing pain & problems - but it's also pretty common for people to mask those signals purely out of a well-intentioned desire to help. It's important to coach people on the idea that in large group sizes, it's more efficient to let certain kinds of problems play out and not be so reactive to them.
Too many companies ground their performance incentives & processes around oversimplified ideas that don't match the reality of human behaviour
Often, 'leaders' make mistakes and people below suffer the consequences. It is important to let these leaders deal with the pain caused by their decisions from their cluelessness about how things work.
This is a pain signal. Some IT dude saying things are crap in every meeting is not.
More often than not it is some IT dude observing network crap-out once a month, performing analysis, noticing an upward trend and then saying in every meeting that things are crap and there will be issues twice a week in some time.
> If you're an underfunded IT department and your network has an issue twice a week, you will get that funding.
More often than not, if the IT department is already neglected they will not get that funding. Things will be delayed until the crap outs eventually actually happen twice a week and then some external heroic consultants will be hired to fix the issue underfunded IT department "could not".
more often than not, many things in the business are on fire and underfunded at the same time. you can get recognition for your work without the problem being permanently solved the right way, and it may not result in more funding but peopel will think of you for new opportunities that pop up later as someone who is reliable.
if you dont think the recognition will happen and youre just burning out solving these problems then stop solving them. new problem pops up thats outside your job description, its not your problem. generally though if youre working for someone like that anything you do is a lose-lose
Repeatedly requesting time/budget to fix an ongoing issue is a requirement of any half-decent manager. If they’re reporting issues then just smiling blankly when asked “what can we do about it?” they’ve failed their basic job duty.
Pain propagation, to use the corpus metaphor isn't enough.
Which resulted in top students 'undervaluating themselves' and bottom students 'overestimating themselves'. Or under/overvaluating a random future variable that they don't have knowledge of, at least.
The original DK paper actually shows a positive correlation between the guesses and the test results: students are generally aware how they are among their peers, and smarter students guessed higher than studetns with less time to study on their hand.
This being said, the 'DK effect' is something people talk about, and it might exist, and it might be perceived by people. It's just that the original DK paper does not support it.
* another lesser talked problem with the DK paper is that people don't actually believe the answers they give, because the question is nonsensical.
If someone just takes a test, they won't think that "I'm sure I'll end up the 24% this time". Even if they are forced to anwser this question, even then they won't believe it, because that's not how random and future work. People are generally aware of about where they will perform (with positive correlation, in fact the original DK paper shows it) but they are not aware of results of specific, random future events, and they are not claiming that they know the results of specific, random future events, or believe it in their hearts.
DK paper tries to frame them as they were actually believing this, but they are not.
More to read at: https://en.wikipedia.org/wiki/Dunning-Kruger_effect
It seems reasonable to assume that for some group of intellects they are not smart enough to know how not smart they are. There is no definite boundary where this effect is either on or off, therefore there are probably some gradations to this awareness as you climb up the intelligence ladder.
Another way of putting it: if dumb people had more insight they would cease to be dumb.
I’ll ask for something preventative or that otherwise hardens our systems. They ask “is it a need?” and I’ll say something like “we can function without, but that means we have a 5-10% chance in the next 6mo of having a major failure and embarrassing ourselves in front of a live audience in the thousands as well as our client.” They then decide how much that risk is worth to them, and whatever they decide is kind of out of my hands at that point. If the thing I warned them of comes because they didn’t pay for it, I can point to the receipts (though I’ve never had to, we’re small enough people remember those conversations).
60% of the time they just get what I need maybe? But ultimately it’s about CYA. Tell them what’s up, tell them what the solution is, tell them what the consequences are if they don’t do the solution, and make them decide.
Again this obviously depends on company culture and structure, but I can’t imagine on the only person who can do this!
I don't think that's it. Emergent problems require attention and action from leadership, who in turn can make the problem visible to higher ups. This creates signal, and positive feedback when the problem is fixed or mitigated.
If the problem doesn't exist to begin with, there is no signal. Managers don't get to show their fast-acting skills, and there are no heroics to speak of.
So ultimately poorly maintained and managed projects who deliver fixes for problems of their own doing create a perverse incentive, whereas no one is lauded or promoted for doing normal day-to-day things.
The difference is how it was communicated. Most non-Tech/non-infrastructure-people got no clue about these things. If they know you're battling the demons of plumbing on their behalf they will thank you, if you're the weird guy that has smeared dirt in the face and is seen once a week while the plumbing fails ever so often, guess what.
That means even if the problems and their fixes remain the same, the communication around them really matters. Tech people can be extremely bad with this. And if we're talking IT it is really the plumbing that holds the company together.
At some point in one's early single-digit they learn that touching hot stuff hurts. They start to avoid stuff that they know is hot, but still come in contact with hot stuff accidentally. Later they learn techniques minimizing probability of touching hot stuff even by accident. By the time one reaches twenty or so, the only times a person burns themselves is really by being way too reckless.
> Like it or not, sometimes the best thing for an organization isn't to just fix every problem and prevent it from bubbling up; it needs to be treated like a learning opportunity for org leadership, which means sending the pain signals upward before just repairing it.
Should we accept that management as a whole is in general more clueless than your average teenager? The "learning opportunity" should, ideally, happen exactly once, realistically once in a very rare while.
> It's important to coach people on the idea that in large group sizes, it's more efficient to let certain kinds of problems play out and not be so reactive to them.
You are conflating two things here, I guess. Yes, some "problems" are not worth to be fixed proactively or at all, but that has very little to do with group sizes, it's a "simple" cost-benefit tradeoff. As groups grow the left hands tend to become increasingly unaware of what the right is doing and that is the primary reason why we have management class in the first place.
The problem OP raises is attention span of the metaphorical gold fish in the management layers. Even if a department does everything in their power to communicate impending problems, do risk weighed cost-benefit analyses, get proactive treatments pre-approved by higher management, the same higher management forgets the risks and costs savings once they have been mitigated, effectively incentivizing firefighting. Some teams gradually fall into eternal firefighting and burn out, others start manufacturing fires to get rewarded. The biggest problem is that it is nearly impossible to tell the two apart.
For a more broad example than IT cost center stuff, you can look at how some large companies go through cycles of arrogance with their customer bases, launch a product that fails, and then are humbled enough to try and pivot and earn good will back. Microsoft is always somewhere in this cycle for instance. The organization can never really learn this lesson permanently and will "regress" from time to time based on financial pressure or greed or some other impulse.
My colleague in the IT department had one idea, replace our commercial certificates with Let's Encrypt and drop the EV requirement. In total he'd stand to get a bonus of a little over €2000. He never got the money, because things like that was part of his job apparently.
If the policy is wrong and needs to be more specific, pay it out this time and change the policy. Don't just break your word.
The policy they think they've implemented is stupid. "Save money in someone else's department" is just going to create a ton of anger as people rush to step on each other's toes, and then those people have to constantly re-justify all the decisions they've made.
It's absolutely brain-dead.
With access to the SSL certificates.
When things come up with other teams, you’ll have a catalog of tasks that were done to show why you didn’t have the same issue. The work was done, just at a better time to avoid downtime.
Speaking from experience, this does nothing. If you're at a company that is okay with average performers, then absolutely, 100%, fix all the bugs in advance, make the system rock solid and stable, prevent downtime, be a good engineer.
If on the other hand if you're at a company where 10% of people must get stack ranked and PIP, or at a company where "meets expectations" actually means you're going to get the stick, and you're supposed to be "redefining" expectations every year ... then yeah, don't do anything preventative. The optics are better when you take the 3am on-call and fix the issue (that you secretly knew in the first place would happen some time in the future in your coworker's code, and already knew how to fix -- but don't actually fix it until it surfaces). Be the savior that the VPs praise in the next meeting, that's your insurance against the PIP.
They set the rules of the game, you just play the game. The rules were their choice. They could have chosen different rules.
Personally, I only rehire people from projects that went smoothly, not ones where I had to make the urgent phone call.
Teams that "just work" are highly valued. They clear up my attention for other things.
Which means that everyone is playing the game to not be cut.
But I'm not sure the author of this thread works in such a place. In that case the game is different.
In the case where the "urgent midnight fix" is important, it's necessary to promote the visibility of your (just working) team. If visibility is the game, then be visible.
You know how test-driven-dev was always "write the test first"? In that environment a test is always written before any code.
Well in the "ticket closing" scenario it's important to open a ticket, regardless of how trivial, for every code action taken. For every meeting attended. For every scenario dodged. If tickets are the way to score then write tickets.
If "being a hero" is the valuable thing, then be a hero. Be prepared to champion your team every chance you get. Every time you interact with management stress the emergency you just fixed (before it became an emergency.) Tomorrow do it again with the next thing.
Management needs visibility. Be visible. I know, this seems stupid and beneath you. But that's why they call it a job, not playtime.
I worked at Amazon, previously.
> Management needs visibility.
I know this very well, and this is a problem. The nature of jobs in any industry is that not all of them are equally visible. As a manager, you should be proactive in assessing the state of things rather than waiting for people to deliver visibility to you. People who deliver "visibility" in spades are often charlatans. People who deliver fixes, code, and improvements in spades usually do not have time to manage their own public relations for your visibility.
However, you have ALL the tools to proactively see what they've been upto. You can attend their standups and other regular meetings, you can set up an updates document, you can see what they've been posting in Slack, you can look at their PRs and commits, you can look at JIRA tickets, and in the age of AI you can have AI explain to you all of the parts of the above that you do not understand.
If not then making yourself more visible becomes necessary. Because you can be sure (at least some of) your co-workers are doing so.
Or, you know, stand on principle, then come here to complain about injustice as things work out badly. :)
If someone is constantly playing the hero, I see that as incompetence. If the boss can’t see that, they are also incompetent. I have no respect for “leaders” who don’t know how to get out of the firefight.
I’ve made some high profile appearances, working 18 hour days on 4 day long outages, from vendor issues I was no part in causing. I figure that gives me some good will on playing hero without willingly creating problems for myself. I’m too old to manufacture stress for the optics.
For what it’s worth, with the right boss, I have had proper reporting work. Everything ran smooth and work was relaxed. My boss would regularly tell me I should take 3 months off because we were so far ahead of everyone. He would occasionally get bored and lob a grenade into the works to cause some chaos, but since everything else was running so smooth we were able to sort them out and keep going. People who couldn’t explain what they were doing were always getting yelled at and assumed to be doing nothing.
Yeah, but then I wouldn't have been able to pay for my healthcare. A certain toxic company's health insurance paid for my care, though. Prior to joining said toxic company I'd be racking up $6000+ in healthcare bills a year with shitty startup-sponsored insurance.
After 2 years, it was decided I didn't play the hero well enough though, and ended up having to leave. I work for a less toxic company now, but the next time I need a heart-related surgery (likely in ~5-10 years) I'll join a toxic company in the months leading up to pay for it.
The rules of the US, I guess.
> I’m too old to manufacture stress
My point was less about manufacturing artificial stress. I don't do that. But many times I see issues in coworkers' code. If the company will value and praise me for catching and fixing them early, then by all means I'll do that. But if fixing issues in the codebase early for prevention only gets me criticism of "you haven't met expectations, we expect you to exceed expectations every performance cycle" then hell, I don't feel like fixing anything proactively. In that world I'd rather be the hero that fixes it when it surfaces, that's more likely to nail the rating.
I will say my motivation for helping other people avoid issues has dropped. If they want to make problems for themselves, they can. Me helping them hasn’t worked so far, so maybe some sleepless nights will be a better teacher.
I had a former boss call me Brent after reading the Phoenix Project. That made me step back and stop helping so much. Everything seems worse, but whatever… if that’s what they want.
Obviously the only winning move here is not to play. Things like stack ranking are a perversion and no amount of compensation would be worth working for a company like that. If you choose to play, you're complicit in the moral abomination.
When things run smoothly, very few people notice. When things break, everyone notices
It’s extremely advanced technology, though, and most CEOs would rather rent seek / camp than give up some decision-making power (and very few are even aware it’s possible).
I'd generally point to econometrics and statistics applied to business. The key activity is causal inference and then the context determines the mix of econo vs. stats required to help the org make high-quality decisions to increase output or make it more lucrative or higher-quality.
I disagree with the implied idea here that "engineers are better managers". The solution is to have good management, not to assume that "engineers are better managers". I have seen good and bad managers, and in both groups there were engineers and non-engineers.
Nothing ever breaks. - "What are we paying you for?"
Management can choose their burden.
This is a very game-able system, and I'd wager a decent amount that any senior engineers on those teams know exactly what they are doing. In a lot of (broken, but aren't they all) management structures, it's better to be seen to swoop in with the save than to quietly fix it ahead of time.
And if your management is structuring rewards like this, it leads to your seniors anticipating a bunch of these failures, lining up 90% of the fix before hand, so that they can jump on the oncall escalation with a 100% "Hail Mary" of a fix...
"Accounted for X situation" "Added gaurdrails to protect against Y"
When working as a business analyst i have to do this sort of thing all hte time or else id get no credit for half my work
You can't fix this. Out of sight, out of mind. It is hard-wired into us. It's all about the optics, and will always be.
s/in this industry//
We've become too comfortable, since actual toil is no longer seen in the company: Manufacturing is overseas, customer support is overseas, logistics is an afterthought with established guarantees. Thus we want the mild weather and smooth meetings. If your engineering team is too smooth, maybe you should already branch out to help other related but "struggling" teams to get your hands dirty and noticed.
Alas, for many parts of society there is a large amount of people that would rather be reactive than proactive. It means it is easier today but harder long term.
It’s not a problem in this industry, it’s a problem everywhere.
> I'm not sure how we solve this, other than having management come from engineering.
You mean the engineers who are causing the chaos you’re complaining about?
Engineers aren’t some magic group of people who know better than others - we’re just as fallible as other people.
It's also why US car companies are a wreck.
E.g. that time a central media controls power supply broke down which would have made using one of the most prestigious rooms impossible. I fixed it myself by swapping in a spare power supply from a used unit, then went on to remind them twice a year that we are now living on borrowed time and I take no responsibilities if a fault I predict to happen and get no funds to fix will in fact happen. 4 years later I got the funds.
Having stuff costs money. Everybody wants to invest funds once, but nobody wants to keep paying for maintenance.
I finally moved on to be an IC. Same story, same pressure :) You need to present to directors not because they need to know, but because your managers have a quota of N presentations per quarter, and if you back out, someone else needs to step up.
Needless to say my productivity reduces by half and sometimes to almost zero during the week or fortnight of presentations every quarter.
The business defines it as "meetings, presentations, support, coding, whatever".
Your productivity remains at 100% when you are doing what they want.
I get that you thought you were hired as a coder, and thus measure your productivity by that. That's what I thought too. I ended up doing a lot of support (which is good, but that's another thread). Until I recalibrated my definition of productivity that frustrated me. When I realized that support was productivity I got much less frustrated.
I have been on the industry for 35 years. I have seen my share of technology evolutions and o have seen the work from a dozen different dimensions. If after all that time, I find the process painful, just trust me -- they can't change me, and I can't change them. You take the warts with the wins and move on. 2-3 bad weeks, 10 good weeks. Life moves on to next quarter. Complete CEO mindset :)
I meant my other productivity drops because I am not a natural presenter so even though I am rehearsing / editing for 2 hours a day, the presentation consumes me / overwhelms me that I can't even focus for the remaining 4 hours or 2 hours. Just do the bare minimum email processing, just survive. Everyone knows it. But by being in that zone of paralysis, I can still deliver a presentation. Sometimes good sometimes ok.
I have this need for the presentation content to reside in my memory cache and other work disrupts the cache quite badly.
But that's not a way to live. The other work stalled for 3 weeks.
This is the same thing. We need to reward things never going wrong as a society since this is pervasive.
Respectfully, the solution is don't smoke, exercise, eat well, sleep, avoid stressors... These aren't easy problems but their solution isn't at the individual patient level and is a simple question of capital and political will.
The 'hope' envisages a product to temporize the solution while extracting large payments.
> ...avoid stressors...
Most stress is caused by a conflict between our expectations/motivations and the reality (everyone else's).
I had a really great egg for breakfast. This now means I will never eat anything else besides eggs.
Also, I realized that cars run better with oil changes every 3 months or 5,000 miles. Because shorter was better, we should all start changing oil daily.
The best player in the basketball game last week was over 7'4" tall. I guess I need to discourage anyone who isn't that tall from playing ever.
Do you see why banning smoking is a good idea?
My position is: do not ban (make illegal!) everything that has statistically significant risk for one's health (like smoking, alcohol, mountain climbing, spelunking, bike-riding, horse-riding, car racing, NFL...).
So no, I do not see why banning smoking altogether is a good idea (and no, I am not a smoker — I never was either). I can get behind increased health premiums or heavy taxation, banning smoking in communal spaces...
Now I'm at the other kind of place and it sucks. They'll fire the performative engineers though during layoff season. It's almost like they like playing politics until it really matters.
Heroes are lauded even if they solve problems they themselves are the cause of - which is conveniently either forgotten or denied - or they are solving non-issues that are deemed important by the ignorami-class. Politics, for example, is utterly dominated by this dynamic.
It's the first instinct: let the expert run the show. However, one of the (many) ways to let a complex project fall apart completely is to hand over full control to engineers. I'm one myself, but I know what I'm good at and what not. Dunning-Kruger is often mentioned in these discussions, but don't forget it also applies to engineers that often lack any management or leadership experience of any appreciable kind. They vastly overestimate their ability to handle management and organization-wide issues and tend to not only miss the forest for the trees but actually miss the trees for the leaves.
"Unix: A History and a Memoir" by Brian Kernighan actually mentions how proper management was crucial to their success. It's a detail that's frequently conveniently forgotten by the engineers who think themselves better than the "suits". For the record, I don't claim engineers are the primary problem, but it's not just management's either. Quotes like "who holds the company standing" and "who understands how to double click" are enormous smells and IMO make quite clear what's happening here.
I don't have ready-made solutions unfortunately, but I do wish we would look further than "it's the suits". It's a systemic, human problem that I believe is a natural result of operating under informational constraints and, very human, cognitive biases on all sides.
If anything, the Bell Labs example supports the idea that exceptional outcomes require both strong technical talent and strong management working together.
Not saying the "MBAs" are helping the situation, but the hero developers and their resume driven development practices aren't exactly angels either.
I dont subscribe to the strawman argument that engineers would naturally strive on their own, but neither does simply any form of management automatically add value.
I agree also that hero type devs are an indicator of problems
Given the whole point of management is to work to ensure their own survival and growth, it would in their interest to kill genuine competition when its coming up.
Who wants to raise their new competition and lose to them, no one!