| What an interesting question. Kudos to you for your self-awareness and being willing to tackle this. There's a lot of good advice in the comments (and a couple of clunkers). I found it interesting that you phrased your interest as "learn workplace politics." From what you describe, it sounds more like this is more an issue of communications and process. I work in the consulting industry, where communications and process are often both critical to successful outcomes. When I was starting out, I found Gerry Weinberg's books Becoming a Technical Leader, Secrets of Consulting, and The Psychology of Computer Programming to be very interesting and helpful. In fact, in one of them (I think it's Becoming a Technical Leader), Weinberg talks about how an "introvert" may actually turn out to be the more effective technical leader because they focus on solving problems instead of talking about them. Weinberg also talks about not saying "no" (suggested in another comment), and this is something I've found to be very valuable in consulting. Rather than just telling someone their request can't be done, or accepting it mutely, tell them how much it will cost to do it (Weinberg explains this as the "Orange Juice Test" in Secrets of Consulting). I do agree with the comment about using wireframes to confirm your understanding/spec with your users. There are other techniques that can also work (e.g., creating user stories with your stakeholders), but the common element is that you must communicate clearly, concisely, and cooperatively with others. Sorry this comment is a little scattershot, but best of luck with your efforts. |