Earlier quoted context omitted.
>But for some reason, the formalization of conduct enforcement stuff around OSS projects still feels weird, off-putting, and very "Corporate HR"-y to me. But if a community already approved such rules is it OK that those would not apply equally for all? Before joining a new community I always check and see if there is a lot of toxicity or just low effort contributions and I am avoiding those, it would suck to join a…
Maybe it will help to explicate what rubs me the wrong way about "corporate HR". The facade of process masking Machiavellian reality is what rubs me the wrong way. I'm always astounded by folks who don't understand that companies are feudal kingdoms and that all the stuff about processes and protecting people who are innocent/do the right thing is just hot air. And I've never been on the wrong side of HR, so this isn…
The reality, somewhat sad in my view, is that in most places, software shops, architecture firms, academia, pretty much anywhere where individual measurement isn't possible and most work is done in teams, most performance reviews are a thin veneer over a high school popularity contest. You get ahead by being liked, something that's at best loosely correlated to how much work you get done, or at what quality.
Of note, the best manager I worked for (in software) ran a great team by making work about the work, not being liked, or delivering great powerpoints, or other secondary things.