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There are worlds of problems in teams and organizations that have nothing to do with what upper management wants, especially as a company grows. Disputes betwe
by majormajor 4y ago
There are worlds of problems in teams and organizations that have nothing to do with what upper management wants, especially as a company grows.
Disputes between two developers on a team, disputes between two teams, disputes between a developer and a team, a bunch of teams dogpiling on another team, etc...
The above ones aren't always the same as the "what do you think of me" example for "angsting over asking" but are generally still problems of communication - the other team isn't doing what you would want them to do because they don't know what makes things easier/harder for you, vice versa, etc.
Angsting instead of giving negative feedback is an extremely common one too, and leads to people being pissed off and blindsided at performance review time.
- MuffinFlavored 4y ago> Disputes between two developers on a team, The way I've seen it: you should aim to be the developer avoiding disputes at all cost. If you are responsible for a dispute whatsoever, you're the problem child and will be dealt with (by management) > disputes between two teams, At my last job, managers were proxies to teams. Engineers were basically encouraged not to talk to other engineers because it would "distract them from whatever they were working on" and any ask you had for them needed to get approved by their manager/other management anyway. > disputes between a developer and a team, Again, teams didn't talk to each other. You tell your manager, they go talk to that team's manager. And that team's manager's main job is to say "no, we have no capacity for that", shielding the team at all costs, unless upper management says something/asks something. All initiatives had to come from above, not below. > a bunch of teams dogpiling on another team, etc... You get the idea. Team manager -> team manager