[bsenftner]

I realize this may sounds like a lot of effort, but I find telling stories of how a person would use the system, with theatrics of confusion and failure, tend to penetrate the dull unwilling to think participants I must engage to get my work completed. I'm not an actor or a good speaker, I grew up with a severe stutter, and I find I have to "put on a show" to generate the dawn of comprehension in others.

[eszed]

Funnily enough, I am (was) an actor. Public speaking and telling stories are my jam. So... I do all that. I love making wacky analogies to help people understand complex systems.

Higher-level decision-making, I find, isn't so much like that. Sometimes it's just tradeoffs: "if the company's going this direction, then A is better; but if that, then B". But they haven't even recognized the this and the that - and don't want to think them through transparently - so I've got to choose the A or the B in the dark. Actually, it's worse than that, because some people have (by implication) already committed to the this, and others to the that, but neither side wants to talk about either, because that would create conflict. So, the best (job- / career-wise) choice for me is to predict which of A or B best satisfies whichever side will be most influential when the bill for A or B comes due. Either could be (technically speaking) correct, but the choice is never made on a technical basis.

[bsenftner]

I've been working for far too freaking long, so I've had a series of pointy haired bosses (referencing Dilbert here). I once had a boss that really fought for the technical reasons every time, exhausing upper management until they gave in. Years later, socially chatting with one of the upper managers from that company, which I'd long left, about that manager and how much his team loved him. The manager's response was "that was the last on-spectrum manager we hired. never again!" and my opinion dimmed.