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by weiliddat
2 days ago
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I like this argument, but I don't think the article argues against taking urgency into consideration. Do you have anecdotes about companies or people that actually ignore urgency? I've experienced enough business-critical incidents (or requests) where people across all seniority are just randomly trying stuff, making a mess, without taking time to coordinate, understand the problem, and solve it. It almost always resulted in more overall time and bigger blast radius than if we did it not out of panick. OTOH my "slow" (I still did things fast, just not purely for the sake of looking fast) and steady approach always took me less time overall to find a proper fix. I also became known as the person who could always find the best possible fix when there's an incident/time constraint, but I also thought that was systematically bad instead of fixing the culture/process. It's still faster to take a minute (and deep breath), understand the whole problem (incl. urgency and how that affects your solutions), and then solve it. It doesn't mean you can't keep your customers in the loop and assuage their concerns. |
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