4 ms·

I'll offer the dissenting opinion. Let's say the ratio is worse: 10x less productive; 10x more error prone. I will still interrupt my coworkers who are workin

I'll offer the dissenting opinion. Let's say the ratio is worse: 10x less productive; 10x more error prone. I will still interrupt my coworkers who are working on the wrong thing. 1/10th of a thing that makes 100x more money is better than 1x of a thing. I want that nonsense flushed from their working memory. I understand that makes me a micro-manager; but I'd rather have more productive coworkers that help keep our business alive. My coworkers appreciate it (most of the time) because it helps them grow.

programmarchy 10y ago
Why would they be working on the wrong thing in the first place? Sounds like bad management, poor communication.
jackmaney 10y ago
Please tell me where you work. I don't ever want to be on the same team as you.
MaulingMonkey 10y ago
> I will still interrupt my coworkers who are working on the wrong thing. How common is this, how can you tell, and why were they working on it in the first place? How often do you interrupt them when they were working on the right thing, as an unfortunate side effect? I've wasted time and energy on dead ends and it is one of the most frustrating things, even when it was understandable, sanctioned, and a desired exploration of the problem space. I'm all for trying to avoid unnecessary waste. > I understand that makes me a micro-manager; That this is your understanding would concern me greatly, though. I'd rather be macromanaged - have the big picture explained to me, in a way that I can understand and buy into, that I can then approach in the ways that best suits my own talents and abilities. Where I can contribute my own insights and ideas to the collaboration, where I don't start working on the wrong shit in the first place. Not just... along for the ride, like floatsam, being told I've been doing it wrong a hundred times and do it this other way because I've been told to, without any deeper insight to correct the underlying problem. Or even worse, without any real underlying problem in need of actual correction.
- clifanatic 10y ago
  > how can you tell He can tell because he's a manager, and if he wasn't always right, he wouldn't have been made a manager, so he's always right.

programmarchy 10y ago

Why would they be working on the wrong thing in the first place? Sounds like bad management, poor communication.

jackmaney 10y ago

Please tell me where you work. I don't ever want to be on the same team as you.

MaulingMonkey 10y ago

> I will still interrupt my coworkers who are working on the wrong thing. How common is this, how can you tell, and why were they working on it in the first place? How often do you interrupt them when they were working on the right thing, as an unfortunate side effect? I've wasted time and energy on dead ends and it is one of the most frustrating things, even when it was understandable, sanctioned, and a desired exploration of the problem space. I'm all for trying to avoid unnecessary waste. > I understand that makes me a micro-manager; That this is your understanding would concern me greatly, though. I'd rather be macromanaged - have the big picture explained to me, in a way that I can understand and buy into, that I can then approach in the ways that best suits my own talents and abilities. Where I can contribute my own insights and ideas to the collaboration, where I don't start working on the wrong shit in the first place. Not just... along for the ride, like floatsam, being told I've been doing it wrong a hundred times and do it this other way because I've been told to, without any deeper insight to correct the underlying problem. Or even worse, without any real underlying problem in need of actual correction.

clifanatic 10y ago
> how can you tell He can tell because he's a manager, and if he wasn't always right, he wouldn't have been made a manager, so he's always right.