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- Hacker News
- Just to add another item to the list others have brought up :
Goal displacement -> Goal displacement occurs when an organization or individual shifts focus from original objectives to secondary goals, often prioritizing procedures, metrics, or internal processes over intended outcomes.
In large corps, people who are good at staying in a company, and people who are good at serving the company's objectives are typically two different skillsets. And one of those skillset helps you stay inside the company more than the other.
by jlengrand - Those people who are responsible for the chaos? They're also the people who gets to decide who is punished for the chaos.by malfist
- This is a more general question, which is "Why don't people take accountability for their actions?"
Because it's hard work and it's easier to let someone else bear the costs.
by hnarayanan - If an army general orders a disastrous assault that completely fails, they might get demoted or relieved of command. The infantry that were ordered to charge the machine guns pay a much higher price (as do the junior officers that lead the charge). Hell, perhaps nowerdays they'll have a 'blameless postmortem' to 'learn lessons' and there won't even be a demotion.
Us folks who work for a living aren't charging any machine guns, thankfully - but if my boss's boss's boss can't get our division to make a profit the entire division is at risk, no matter how good my area of the division may be.
Or hell, maybe nobody in my 'chain of command' made any mistakes at all. We could be the world's greatest manufacturer of airplane seats - but if the plane they're put into has a few crashes, and orders dry up, there's no money to pay my wages.
Is it just? No - it's just the nature of work.
by michaelt - Have you read the Gervais Principle?
=> https://ribbonfarm.com/2009/10/07/the-gervais-principle-or-t...
by hypfer - There's a fallacy that we all fall into: We think that our job is about turning the crank, and that the best crank turners will stay around the longest.
It's not: I've been involved in quite a few projects that get abandoned, (or otherwise miss their target) for one reason or another. There's a few things that you (or your partner) can do to protect yourself.
Most important: Make sure that your role (as an engineer) in your company is in the most critical part of the company as you can handle. When budgets get cut, it's not the best "crank turner" who keeps their job; its the people in the most critical roles for products (and projects and processes) that the company no longer can fund. (Note that this isn't foolproof, because foolish management can still goof and let you go.) (Note that in large companies, this is much harder because you can become critical in a niche that the company decides to divest from. To handle this, move into a subsidiary that would be sold as a unit.)
Secondly: Understand the business cycle. All products (and projects and processes) have a lifetime, and at a certain point they are "done." (As in, not worth investing in paying the best crank turner or the most critical person to keep working on it.) When you smell this happening, let it be known that you're open to severance when the budget gets cut. It's always easiest to let go of the person who's willing to take severance because they're ready for a change in scenery.
Next: Make sure you can get a feel for how the product (project, process, ect,) is actually used. You might have turned the crank really well, but if no one is using the result, it's time to be proactive and move on.
Finally: Learn to judge your management, and build relationships with your boss's boss. This will give you a lot more insight into the company so you can learn when to move on or how to position yourself in the most critical part of the company.
by gwbas1c - >how do these people consistently survive their self-inflicted disasters?
There's a lot of good answers here. One supplement I would make to a few of them is it is harder to fire or punish someone the more they resemble you. A lot easier to see the fault in a woman a couple of rungs down than a guy your age who looks a lot like you and you've had beers with for a decade. The (truly) wealthy aren't like me and you. And in a crisis you'll find out how they're different real quick.
by tclancy - I've seen a fair share of personalities in middle/upper management. My hypothesis is that in large organizations, people that operate at that level often exhibit more survival skills that are ruthless than moral. A common characteristic I've seen is they manage "up" well and are often not good managers themselves. So if they control the narrative with their management, even when they screw up everything, its articulated as something else and not their fault, they may even believe that to be true.
I don't think it matters what industry it is, you get an organization large enough and some humans start exhibiting these behaviors, they often rise up in leadership ranks.
Have you ever read the Ribbonfarm series about organizational/management theory tied to The Office?[0] Its worth a read or a refresh. It might even be cathartic reading for your partner after an event like this.