> The company is bigger than you are, its decisions weigh heavier than yours. Stop with the ego-belief that you know better than it. It's cold comfort to be rig

> The company is bigger than you are, its decisions weigh heavier than yours. Stop with the ego-belief that you know better than it. It's cold comfort to be right, so just get behind management and try to make the new direction work. I don't want to put too fine of a point on it, but it sounds like you might have missed the point of the article. The author was saying that efforts to improve business outcomes by closely managing engineering work often have the exact opposite effect of what is intended. As you soon as you start trying to measure developers you slow them down, hence the title. I don't think it's "ego-belief that you know better" if a business says "we want to ship things faster, let's try doing X" and you see that X actually slows things down to then say, "hey let's not do X, it actually slows things down." The author does seem to think he knows better than anxious middle managers who are overly eager to change how things are done. But, well, I'm inclined to believe that he does. That said, there are very real concerns and worthwhile motivations that lead managers to start closely project managing engineering. And in reality free-form engineering can lead to lots of time wasted on personal obsessions, or just plain slacking. So I agree about the rose-colored glasses.