[tharkun__]

Being able to change things as design is still in flow is great, agreed. Once something is agreed upon the ability to change things without notice is really bad, especially if you're expected to follow the design as it has "final say". You go an implement something on Monday based on designs and show it to stakeholders on Tuesday. They compare with the figma board and flogg you because it looks nothing like it. Ugh! (yes that's also a process failure but absent better processes I make my own process that doesn't get me flogged ;) )

[andsoitis]

That sounds like an opportunity to improve on collaboration (i.e. people talking, notifying each other) as well as trust ("compare with the figma board and flogg you because it looks nothing like it")

For instance, if something is agreed upon and a designer changes it afterwards, they could simply give you a heads up that they intend to do so with context so the two of you can discuss.

People > process.

[tharkun__]

They could. They don't. It may not even be their fault. They don't know. They just change things. They live in their world. You tell them, they are sympathetic, apologize, vow to do better next time. They're in their world. They do it again.

The flogging still happens. Is that broken? Yes! Does it still happen in too many companies? Yes! Is there an easy fix where you "trust but verify"? Yes! (as in, sure I trust they will notify me next time, which even if they actually do may be too late. So we made the process "figma is the 'working theory' and what we actually build will sorta look like that". Not every stakeholder may understand that but we sure will tell them when the flogging is about to start. (I say flogging, but in reality it's a gradient of course and while in some companies it will resemble an actual flogging quite closely in others it's more like what you describe. Not all countries and companies are as chill as some others ;))

[andsoitis]

> They could. They don't. It may not even be their fault. They don't know. They just change things. They live in their world. You tell them, they are sympathetic, apologize, vow to do better next time. They're in their world. They do it again.

We can use your language and persuasive skills to effect change. That change might be better collaboration. That change might be the person gets fired because it, together with other behavioral patterns, are judged to yield poor outcomes. Outcomes that are not good enough.

[firstbabylonian]

It sounds like flogging may be a feature, not a bug, of this system.

[andruby]

> They live in their world.

That's why I really like working in true cross-functional teams. A Product Manager, a Product Designer and a handful of engineers. Do standups and all ceremonies together.

Ideally this "product team" is also empowered to solve a problem instead of tasked to build a feature.