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I think that's a good point about manufactured positivity, and it makes me wonder if the question I've asked is itself flawed. I think your solution of promoti
by MattyRad 6y ago
I think that's a good point about manufactured positivity, and it makes me wonder if the question I've asked is itself flawed.
I think your solution of promoting positivity to management positions carries its own concerns though, such as promoting naive yes-men, or "fronting" positivity so much that it becomes fake (for example, the "failure == success" bit from Silicon Valley HBO, if you're familiar https://m.youtube.com/watch?v=u3o8Cygx1EU https://m.youtube.com/watch?v=u3o8Cygx1EU)
That being said I still think you have an insightful response, thank you.
- PragmaticPulp 6y ago> I think your solution of promoting positivity to management positions carries its own concerns though, such as promoting naive yes-men, or "fronting" positivity so much that it becomes fake Promote more of what you want to see. If you see a yes-man or someone pedaling fake positivity, don't promote it. No one is a perfect judge, but keep your eyes open. You get more of what you incentivize.
- cratermoon 6y agoI agree with the warnings about "forced positivity", and I'd like to suggest looking at the boundaries between engineering and the rest of the organization. In many cases I've seen the engineering team mired in negativity because the product owners, the sales and marketing people, and even senior leadership have an uncharitable view of their own programmers. The engineering team knows that, even if it's papered over with happy talk. Under those conditions, code reviews, firefighting, squabbles over tools/methods/conventions, and many other things will reflect that lack of support.