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While I appreciate the OP's position, I suggest the preference of forgiveness over permission is highly contextual. If you're working on a social networking we
by OhMeadhbh 2y ago
While I appreciate the OP's position, I suggest the preference of forgiveness over permission is highly contextual. If you're working on a social networking web site, certainly, move fast and break things. But if you're working on a nuclear launch control system, you probably want to model a "don't launch until authorized" control system instead of a "launch unless told not to" system.
That being said... I've used this technique in larger collaborative projects: "If we don't come to agreement by <date>, I'm going with the default choice that may not be optimal for everyone. (i.e.- don't waste time suggesting your alternatives.)" In my younger days I thought you needed to have a horrible default, but that only works a few times before your collaborators think they're just better off without you.
- mooreds 2y agoI'm the author. Thanks for your feedback. Lots of nuance here! I agree that different kinds of orgs and projects and decision scopes all play a role. As does trust between you and your manager, knowledge of what requires feedback, what doesn't, and what is risky enough to require an affirmative response. But having a bias towards action has been really important for my career. That doesn't mean I haven't flamed out at times, but when I found the right environment with the right level of trust, this technique was super helpful to me.