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Nobody ever gets credit for fixing problems that never happened (2001) [pdf]

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Re: Nobody ever gets credit for fixing problems that never happened (2001) [pdf]

#41
post #17

I've been in those companies where "struggling departments" ended up getting all the praises and raise in budgets the following quarter because of the heroic saves they did, and raising awareness on how important they are... For stuff they totally caused on themselves. Meanwhile, my perfectly purring department was struggling to keep the lights on. It's a serious problem in this industry due to the disconnect between…

I think a good place to start is tracking all the proactive things being done and reporting them. At least then maybe someone will see why it’s quiet, because you’ve anticipated the problems and stopped them before they start.

When things come up with other teams, you’ll have a catalog of tasks that were done to show why you didn’t have the same issue. The work was done, just at a better time to avoid downtime.

Re: Nobody ever gets credit for fixing problems that never happened (2001) [pdf]

#42

You'll see capability traps everywhere once you learn about them. Sterman, Repenning and other collaborators wrote several papers after this one. All fascinating and almost entirely depressing. Especially since MIT's Sloan school, where system dynamics first became a discipline, is just around the bend from Harvard Business school, where system dynamics first became ignored.

One thing I don't get about the concept of capability traps is why is it expected that a company which is good at one thing would be capable at the new thing? What exactly makes a capability trap a trap?

The trap is that you can't get better without first getting worse. You can't get out of the destructive cycle of production pressure and decaying productivity without removing the pressure. Many managers expect, or at least behave as if they expect, improvement to be monotonic and costless.

Re: Nobody ever gets credit for fixing problems that never happened (2001) [pdf]

#43
post #17

I've been in those companies where "struggling departments" ended up getting all the praises and raise in budgets the following quarter because of the heroic saves they did, and raising awareness on how important they are... For stuff they totally caused on themselves. Meanwhile, my perfectly purring department was struggling to keep the lights on. It's a serious problem in this industry due to the disconnect between…

[flagged]

Things keep breaking - "What are we paying you for?"

Nothing ever breaks. - "What are we paying you for?"

Management can choose their burden.

Re: Nobody ever gets credit for fixing problems that never happened (2001) [pdf]

#45
This is the real problem with performance reviews in companies, which then feeds into opportunities, promotions and compensation. It's just a popularity contest. And this is particularly harmful to people who are neurodivergent, particularly if they're on the autism spectrum, because neurotypical people, who end up making all these decisions, view such people negatively for literally no reason.

You could spin up a team of 6 engineers and have them go away and try some greenfield project. They could come up back in 6 months having shipped nothing. Which of these descriptions fits the facts?

1. The team learned a lot and ultimately decided there was no product-market fit and decided it was best to reallocate resources elsewhere. The learnings from that project will help a whole bunch of other projects across the division; and

2. They failed to ship and get subpar performance ratings for having no impact.

The answer is... both. Or either. How you are treated will depend on how you are viewed by your management chain and that's a social function. We've all encountered people who never shut up about how hard their job is. Often they end up solving problems that they created, often by not listening to anyone that those problems would occur. And they get credit for it.

You could say to people who anticipate problems to stop because it gets you nowhere. Let people fail. If only it worked that way. Instead you'll get blamed for not seeing a problem someone else created because you're viewed as competent but you aren't liked through no fault of your own.

Google seems to be the posterchild for a company that briefly solved this problem and then forgot what made them successful. I am referring to Project aristotle [1], which ultimately determined that psychological safety was the key ingredient in a team's success.

Now amplify all of this with constant rounds of layoffs where the environment isn't just for pay bumps and opportunities but where the cost of failing is losing your income. What you've created is an environment where office politics is everything.

[1]: https://psychsafety.com/googles-project-aristotle/

Re: Nobody ever gets credit for fixing problems that never happened (2001) [pdf]

#46
Its really hard to measure effectiveness, problem becomes even harder when a non-engineering person has the job to measure effectiveness of a engineering person.

On other hand. for software engineering some of the signals that can be used to measure such a management itself can be

1. On call requirement, outages and team burnout - A well written software should not require on-calls from the dev team

2. Ask them about the "concrete" roadmap for next 6 months to a year - Absence of concrete items is a bad sign

Re: Nobody ever gets credit for fixing problems that never happened (2001) [pdf]

#48
post #37

I'm looking for some data -- if anyone has it -- on the fraction of companies that are led (CEO) by a technical person, over the years/decades. I have the (anecdotal) impression that this fraction has been falling (stories like Boeing), but it would be cool to support or refute this with hard data. Anyone know where to find/assemble something like this? Also, if this trend is true, then why?

If this has been true, perhaps at some point the pendulum will swing back the other way. BTW the current CEO of Boeing is a mechanical engineer.

https://www.boeing.com/company/bios/kelly-ortberg

Re: Nobody ever gets credit for fixing problems that never happened (2001) [pdf]

#49
post #37

I'm looking for some data -- if anyone has it -- on the fraction of companies that are led (CEO) by a technical person, over the years/decades. I have the (anecdotal) impression that this fraction has been falling (stories like Boeing), but it would be cool to support or refute this with hard data. Anyone know where to find/assemble something like this? Also, if this trend is true, then why?

I don't have the data, but I think a good case study is the company MITRE.

Originally it was engineers from the top down, but over the last 15-20 years those leaders with engineering backgrounds have retired and been replaced by non-engineer MBA's. And the more I look around, the more I see that as a common trope is the US.

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