We had a discussion about this at my last job. The War rooms were a three ring circus that my team stayed out of 4 times out of 5, substantially by actually planning ahead. Though as time went on we started doing a lot more to protect the services behind us instead of just ourselves, and then the total war room count dropped like a rock.
replySomeone hit on the notion that it’s Stockholm Syndrome. You bond with people you go through shit with. You don’t bond with people who prevent the shit. That was a super awkward conversation. The asshole in charge quit shortly after it, but 2 years later we still occasionally called each other out for making plans that accounted for a toxic chain of command that was no longer toxic.
> Nobody ever gets credit for fixing problems that never happened.
replyExactly why the general public thinks Y2K was a "hoax" or "overblown".
I had a tech coworker who thought Y2K wasn't really a thing. I started working in tech in the middle of '99 and was dealing with Y2K stuff right out the gate. He started in the industry in 2001, so missed it.
replySee also: vaccines
replyAnd yet measles is making a comeback in the US
replyExactly because vaccines were so successful that people don't remember what it was like without them. Once enough people start dying in large scale measles outbreaks people will start getting vaccinated again.
replyThis is also a statistical fallacy biased towards dismissing vaccine injured people.
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replyThat feels like Amazon's entire management philosophy. Always drop the most important thing to work on at a moment's notice because we need to put out the fires caused by not prioritizing the most important things to work on.
replyAt one point we had 2 2pts in our group and the other manager’s performance for that year was based on operational excellence (is that no longer a thing)? We hadn’t grind ticket root causes for months, but on call went from being woken up multiple times a night to possibly never getting paged the whole week.
replyUnfortunately, that typically meant when you were paged, the problem was probably significant, hard, or it was another team and you were just being triaged in because you were affected or might be able to help root cause.