2 ms·

>>pointing out problems That's the first step. Proposing a complete solution that takes in the needs of the various stakeholders and doesn't just move the pro

>>pointing out problems That's the first step. Proposing a complete solution that takes in the needs of the various stakeholders and doesn't just move the problem and does so in a way that makes the whole situation easier is the hard part. If you've done that and nobody is listening, it's time to change the culture or leave.

TeMPOraL 6y ago
> Proposing a complete solution that takes in the needs of the various stakeholders and doesn't just move the problem and does so in a way that makes the whole situation easier There's a fine line between being thorough, and doing the job of several other people for them. The latter isn't what you're being paid for, and in some companies isn't appreciated if it risks some of them losing face.
- cuddlybacon 6y ago
  True, but on the other hand it is unpleasant to have a problem, be fully aware of the problem, and have every passerby point it out to you as if you are a team of idiots who can't see the obvious.
  - pdimitar 6y ago
    The hard truth is that (1) people are not stupid and are usually keenly aware of the issues but (2a) many are just warming seats and don't care or (2b) lost the will to fight the company's culture but are unwilling to leave the cosy job.
    - ci5er 6y ago
      I used to work for an American semi-conductor company that no longer exists in its original form in (at that time) MCUs. MCUs are essentially CPUs with an internal bus, and some modules (PWM, A/D converter, math co-processor, what not) and that bus connects to the outside (often at a different speed) where it connects to various RAM and serial and/or parallel devices and analog innies or outies. The systems engineer (who was a friend, but maybe not the smartest tool in the shed) spec'd a system, and (high level verilog) simulated the system, and gave the output to the circuit guys (led by (also a friend) one of the most talented mixed-signal circuit designers I know - but abrasive as hell), said: "It won't work. Too much power draw on on modules off the bus. And besided is you power them through the bus, you're going to get a lot of noise and chop and brown-outs". The manager - who was not an idiot - but to your point (1) above, was NOT aware of the issue and didn't want to believe it was issue and was NOT keenly aware of the issue (he was in denial), so they ran the wafers. Chips come back - they don't work. Power draw issues. My circuit designer friend (remember the abrasive part?) - gloated and mocked them for being idiots that did not know how to listen. (He was right - but he didn't have many friends in management). They said: "OK. Make the changes. We'll do another run.". He said: Give me a couple of die. He went back to the lab - laser snipped a couple of traces - and voila! It now worked! (He had designed in a way to solve the problem as if they had originally decided to do it his way) He cut 3 months off the schedule - saved millions of dollars - but were mad as hell. I think they wanted to fire him. I learned a couple of things from all of that: - Sometimes smart people don't know about problems because they don't want to know - Pride is a horrible sin - I would have been grateful to have my bacon saved - they were not - Nobody ever gets a bonus or promotion for putting out a fire that never actually gets started. EDIT: Formatting. It's stil not great.
      - pdimitar 6y ago
        Another possible takeaway: - Being excellent becomes a baseline expectation if you do it long enough so it's best you never put out your best possible work in the office? Pretty interesting story, thank you for it! Seriously though, my main takeaway is that you can be a genius and not an ass -- at the same time. But in your particular example the guy was completely in his right to mock them. And sadly yes, pride overrides a lot of other, supposedly much more important, factors. Learned that over my career as well and it's not one of the lessons that I enjoyed receiving.
        ci5er 6y ago
        Your point #1 is akin to my #3 - but you said it better! :-)

TeMPOraL 6y ago

> Proposing a complete solution that takes in the needs of the various stakeholders and doesn't just move the problem and does so in a way that makes the whole situation easier There's a fine line between being thorough, and doing the job of several other people for them. The latter isn't what you're being paid for, and in some companies isn't appreciated if it risks some of them losing face.

cuddlybacon 6y ago
True, but on the other hand it is unpleasant to have a problem, be fully aware of the problem, and have every passerby point it out to you as if you are a team of idiots who can't see the obvious.
- pdimitar 6y ago
  The hard truth is that (1) people are not stupid and are usually keenly aware of the issues but (2a) many are just warming seats and don't care or (2b) lost the will to fight the company's culture but are unwilling to leave the cosy job.
  - ci5er 6y ago
    I used to work for an American semi-conductor company that no longer exists in its original form in (at that time) MCUs. MCUs are essentially CPUs with an internal bus, and some modules (PWM, A/D converter, math co-processor, what not) and that bus connects to the outside (often at a different speed) where it connects to various RAM and serial and/or parallel devices and analog innies or outies. The systems engineer (who was a friend, but maybe not the smartest tool in the shed) spec'd a system, and (high level verilog) simulated the system, and gave the output to the circuit guys (led by (also a friend) one of the most talented mixed-signal circuit designers I know - but abrasive as hell), said: "It won't work. Too much power draw on on modules off the bus. And besided is you power them through the bus, you're going to get a lot of noise and chop and brown-outs". The manager - who was not an idiot - but to your point (1) above, was NOT aware of the issue and didn't want to believe it was issue and was NOT keenly aware of the issue (he was in denial), so they ran the wafers. Chips come back - they don't work. Power draw issues. My circuit designer friend (remember the abrasive part?) - gloated and mocked them for being idiots that did not know how to listen. (He was right - but he didn't have many friends in management). They said: "OK. Make the changes. We'll do another run.". He said: Give me a couple of die. He went back to the lab - laser snipped a couple of traces - and voila! It now worked! (He had designed in a way to solve the problem as if they had originally decided to do it his way) He cut 3 months off the schedule - saved millions of dollars - but were mad as hell. I think they wanted to fire him. I learned a couple of things from all of that: - Sometimes smart people don't know about problems because they don't want to know - Pride is a horrible sin - I would have been grateful to have my bacon saved - they were not - Nobody ever gets a bonus or promotion for putting out a fire that never actually gets started. EDIT: Formatting. It's stil not great.
    - pdimitar 6y ago
      Another possible takeaway: - Being excellent becomes a baseline expectation if you do it long enough so it's best you never put out your best possible work in the office? Pretty interesting story, thank you for it! Seriously though, my main takeaway is that you can be a genius and not an ass -- at the same time. But in your particular example the guy was completely in his right to mock them. And sadly yes, pride overrides a lot of other, supposedly much more important, factors. Learned that over my career as well and it's not one of the lessons that I enjoyed receiving.
      - ci5er 6y ago
        Your point #1 is akin to my #3 - but you said it better! :-)