Earlier quoted context omitted.
The thing I've found is that Jira has so many fields on its tickets that beg to be filled in, that PMs start filling them in, and before you know it they're all mandatory and must be filled in. And organising that much state in the tickets becomes a full-time job, and so the PM ends up doing that - managing the state of Jira rather than managing the state of the project. The two become synonymous when they're not. Wh…
So basically you are describing an organization of people that don't really understand what they should be doing. People led by a tool and not the other way around - and you blame the tool? I hear what you are saying, and I've seen the very symptoms you're describing - I've just stopped chalking it down to the tools. It's a symptom of something entirely different and much more challenging to deal with than a change i…
I experienced this phenomenon when I was a designer / CNC programmer. We had a form for requesting a part to be designed and machined. It had a box for tolerance allowance, where the person requesting a part could specify how tight all the tolerances should be, and we had recently added in 0.0005 inches to the options, at the request of a customer. I left for a month to do training at another location and came back to find a ridiculously long backlog of work. The manager who'd stepped in for me had decided that tighter tolerances would make better products, so was selecting 0.0005" tolerance for every feature on every part.
To make up for how ridiculously slow that made the machining process, he tried to micro-optimize work flows, readjust hours, push machine operators to "work harder". He wasn't a bad person, was an okay manager, we'd just given him the option of doing something stupid, and he'd done it then tried to use his managing skills to make it work.
If you give someone the tool to do their job, make sure that misusing it feels hard.