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What you're talking about is sometimes referred to as "exercising covert agency" and IMHO it's absolutely essential for the well-being of creative folks in heav
by crispyambulance 5y ago
What you're talking about is sometimes referred to as "exercising covert agency" and IMHO it's absolutely essential for the well-being of creative folks in heavily project-managed corporate workplaces.
"Not keeping secrets" effectively ends up meaning that you need "permission" or at least consent for everything you work on. Depending on how tight things are this can be a recipe for misery because it's common in managerial ranks for people to be change-averse to the point of absurdity.
- darkerside 5y agoGoogle turns up nothing on that concept, but I agree that it is essential. You need a strong leader who can sense when stakeholders don't want to put up with that shit and when it's OK, and counterbalance that with how much of a dumpster fire the codebase is becoming.
- ysamjo 5y agoYou have to define who is in the team and who is not. Maybe Stakeholders are not. But inside the (cross-functional) team I would advise against "submarines" (german name for a secret project). If the team can't handle this, the problem is somewhere else.
- darkerside 5y agoThere's a difference between things that are secret because of people find out they will care, and things that are secret because people should not weigh in due to lack of knowledge or interest. I'm not sure how complex the system you are thinking of is, but in a system of even moderate complexity, the concept of team becomes abstract very quickly.