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> why am I wrong ? I'll bite. Does it work? Is your approach effective? In your engagement with the senior folk, do you just complain? Or do you suggest chan

> why am I wrong ? I'll bite. Does it work? Is your approach effective? In your engagement with the senior folk, do you just complain? Or do you suggest changes that you know are affordable and achievable? Are you arguing so you feel better about trying or are you genuinely attempting to affect change? Also, has it occurred to you that the higher ups might not be the fools and cowards they appear? Is it possible that they are operating with constraints that they just haven't chosen, or are prevented from, sharing with you? Obviously I don't know your organisation and it is, of course, possible that its staffed with incompetents. And that by sheer good fortune just you and a small group of your immediate colleagues are the only rational actors. Or it may be something else.

mars4rp 9y ago
"Does it work? Is your approach effective?" not all the times, but I had some success here and there! but not as much as I hoped for. "has it occurred to you that the higher ups might not be the fools and cowards they appear?" I am not that arragont to think I am the smartest person in a big organization or I am right all the times and others are always wrong! but those constrains are coming from somewhere and I believe most of it comes from people are lazy and don't like to argue with others because they want to be liked! There are lots of people that wants to please everybody and never push back on stupid ideas! the culture is top down and I have 7 level of management above me! I only can blame the top one or two :D
- lucozade 9y ago
  ok. Your view isn’t unusual for folk in large organisations who have never held responsible positions so I’ll leave it there. But, for what it’s worth, you’re almost definitely wrong in your analysis. Senior people at large organisations do routinely make poor decisions but it’s usually for either external factors, empire building or blame shifting. It’s hardly ever for genuine stupidity or laziness.

mars4rp 9y ago

"Does it work? Is your approach effective?" not all the times, but I had some success here and there! but not as much as I hoped for. "has it occurred to you that the higher ups might not be the fools and cowards they appear?" I am not that arragont to think I am the smartest person in a big organization or I am right all the times and others are always wrong! but those constrains are coming from somewhere and I believe most of it comes from people are lazy and don't like to argue with others because they want to be liked! There are lots of people that wants to please everybody and never push back on stupid ideas! the culture is top down and I have 7 level of management above me! I only can blame the top one or two :D

lucozade 9y ago
ok. Your view isn’t unusual for folk in large organisations who have never held responsible positions so I’ll leave it there. But, for what it’s worth, you’re almost definitely wrong in your analysis. Senior people at large organisations do routinely make poor decisions but it’s usually for either external factors, empire building or blame shifting. It’s hardly ever for genuine stupidity or laziness.