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"The heuristic I suggest is: hear the corner case objections, make the objector calculate the odds, if the potential damage estimate is low (probability of the
by iigs 17y ago
"The heuristic I suggest is: hear the corner case objections, make the objector calculate the odds, if the potential damage estimate is low (probability of the event occurring multiplied by its ability to put you out of business) keep the meeting focussed and move on. If you do this consistently your team will catch on."
I'm not sure what the last sentence is supposed to convey. In my opinion one of the most important reasons to raise objections is to get people thinking about other related problems that they may know of but not be thinking of at the time.
Attempting to suppress dissenting feedback by embarrassing or pressuring people on the spot sounds like a passive-aggressive tactic to me. If you don't want the input you might as well just ignore people or tell them to shut up.
- mrcharles 17y agoThat's not the problem, the problem is when people attempt to use corner cases to destroy a good idea. Having a valid metric of when corner cases become truly important is a great way of avoiding people destroying ideas before they have a chance to come to fruition, simply because of corner cases that may or may not have major impact. In the article he even states that it's good to hear the corner cases. You just have to make sure they don't rule the day unless they actually will have major impact.
- sblank 17y agoThat's the point I was trying to make in the post. But you said it much clearer than I did. steve