5 ms·
The article is describing a case where what you describe did not happen--he, the consultant, was able to convey feedback from working level people to management
by pdonis 3y ago
The article is describing a case where what you describe did not happen--he, the consultant, was able to convey feedback from working level people to management, that the working level people were unable to convey themselves, and management liked the feedback. And the article says other consultants have described similar experiences.
Of course there are companies where consultants do not have this happy outcome--either because management doesn't listen to the feedback even from the consultant, or because the consultant does what you describe and doesn't protect the working level people who confided in them. But the article indicates that this doesn't have to happen, and that was my point: as I said, the consultant has a shot at getting to a solution of the problem.
- OldGuyInTheClub 3y ago> the consultant has a shot at getting to a solution of the problem. Yes, and if the consultant fails, s/he's off to the next gig. The author did not mention any cases where his approach failed. The author also says "One week later, I will schedule a meeting with executive leadership, and during that meeting, I will read back a very lightly edited version of the transcript of the previous meeting" Dandy. If one has a recognizable voice - style, usage, etc. - it will be recognized. And dealt with. I don't think the solutions he's presenting will "scale." He says "[if you need] event-driven distributed systems consensus algorithm implemented using Twisted, I’m absolutely your guy." He's a young guy with a pretty narrow niche and is making some pretty big claims for a large world outside of it.