Dysfunction in a Word

August 29th, 2007

Handoff
Creative problem solving as rote mechanical construction. Twist the wrench and pass it on.

forces sequential phases, “first we determine what it looks like then we figure out what it does.”
forces development in horizontal rather than vertical layers, i.e. “we’ve spent weeks coding but none of it does anything yet. We’re almost done though”
forces thinking in schedules instead of priorities, “I’ll have my part done in two weeks. What is it again?”
silos workers from each other, “What are you working on? Well, anyway, goodnight.”
ensures workers don’t have big picture, “Her copy doesn’t fit in my div based on his mockup. It’s not my fault.”
encourages hierarchies and coordination overhead (chicken husbandry), “My manager will get with your manager”
enourages narrow specialties instead of versatility and craftsmanship, “He does jpegs and gifs. She does html, css, and javascript. She does C# and Java. None of us actually build applications. By the way, did I already say it’s not my fault.”

Approval

encourages passive, diffuse product ownership, “you’re on the hook but they’re the deciders”
locks in premature commitments, “I put aside $10K for database integration”
invites arbitrary changes. “make this bit here blue”
creates low-value artifacts that lie, “sure it will work just like the wireframe.”
rewards promises over performance, “it will do everything I say, cost $40K, and be done in one month.”
bakes failure in, “how did we end up with this late, expensive hunk of junk?”

Getwith

forces input from people with authority, no accountability and no direct contribution — like being made to run around with a target on your back

ask someone to attend one meeting, characterize them as agreeing with anything you do after that — like pulling a target of your back and sticking it on someone else’s

Any additions?

Short link: http://jkat.me/ec2vmV

Tag(s): Java, management, manager, USD