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"This makes me wonder whether a good way to make needed change as a leader when there is no obvious crisis is to artificially create one so that people get on b
by mcguire 7y ago
"This makes me wonder whether a good way to make needed change as a leader when there is no obvious crisis is to artificially create one so that people get on board…"
Yes.
You cannot fix people who don't admit that they are broken.
As someone who has been called into broken projects often, I've had this conversation often. If you "help" a project that is floundering, it will just continue floundering, wasting money and time. You have to wait until it's completely broken and an admitted crisis, and you can ask, "Would you like me to take it over?" and not have interference.
I've never had to artificially create a problem, though. That sounds like agent provocateur stuff.
- nogabebop23 7y agoI don't intentional break things just to create crisis, but I have pushed for change that I know highlights problems and forces us to address them. For example, after many acquisitions by our company you could still identify the old companies by the insular cultural characteristics of siloed product teams; I pushed very hard to restructure teams and this required learning how to cumminicate and collaborate with new people. Now we've acquired more companies and (while in hindsight I guess I should have seen this coming) I'm learning this is an ongoing challenge that I treated as a one-off project.
- milesvp 7y agoIt’s crazy how long mergers and aquisitions can be seen in IT infrastructure. There are always little warts here and there, and if someone was around for it they can say, oh yeah, we had to deal with such and such a team’s way of doing things. And the naming, always you see random names of things that basically no longer exist, but the names live on because some script names some report based on a system that existed 10 years ago. The archeology of IT systems is part of what I liked about supporting legacy systems.