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> It requires enormous emotional courage to admit someone's right before a lot of people, so we hardly every do it. I've got a couple of current situations where... the other person is not wrong (charitably "right"), but the timing and prioritization is poor. Or, they may be 'right' but for wrong or bad reasoning. (yes, doing "foo" in the code is good because is helps with code readability, but no, it doesn't bestow another layer of security to the project, and no, it's not a 'performance boost'). These are even harder situations to deal with, because, again, technically, the idea being presented isn't "wrong" or "bad" in an absolute sense, just... strategically, it a step in a demonstrably bad direction wrt to project progression and hitting deadlines. > or "other business consideration that we're not privy to" is another. I've been on teams of up to 50 people - divided in to multiple smaller teams - company in the hundreds of employees. Yes, there may be reasonings that I'm not privy to - completely understandable (expected). I've been on teams of 3-4, talking to an end client multiple times per week about goals/deadlines/etc. There should not be any reason for info siloing with respect to anything at that level (save, perhaps, financial considerations like salaries, contract amounts, etc). |