Sunday, January 17, 2021

Penny Wise Hardware



Thesis: Organizations will continue to squeeze their highly paid people into the worst possible computing environments in order to block any accidental efficiency that might evolve in their organizations.

Evidence to support that thesis:

  • Five year desktop hardware refresh cycles for workstations (that’s on service plans of a year or two and warranties of three max)
  • Four to six years for servers
  • Single CPU virtual desktop instances: you haven’t been able to buy single core hardware since early 2012, but you can still try to run Windows and productivity apps together on one core.  Plus, an endpoint agent from every team for for every purpose, mostly blasting raw data into central lakes because there’s insufficient local resources to accomplish their mission. 

Of course the thesis is silly, no one really means to starve their organization. It just happens by accident, through priorities shifting and a blind eye on poor metrics. Performance monitoring for endpoints is a worthy investment.

Easygoing, Right, Wrong, and Difficult


This post is an expansion of the concept in Valuable Jerks.

Say your team has a project that needs execution. Launching a new product? Trying to land a customer? Trying a new process improvement? If it’s at all interesting, then it’s not obvious what to do and that means leadership is trying to form and communicate plans of attack.

Let’s use a quadrant to look at how that might go. 

  • Vertical axis: easy to work with versus hard to work with. 
    • Easy-going has lots of friends and is always busy because they’re invited to everything. They don’t rock the boat. Stable.
    • Difficult can’t compromise, causes friction, makes waves. They’re disruptive. Volatile.
  • Horizontal axis: wrong versus right. Everyone in the team is asking themselves, “Is the plan going to work?” This one can be tougher because in some problem solving situations no one really knows the right or wrong answer until a thing is tried. So let’s disregard how the plan will actually float in reality later, what matters in preparing and building a solution is the team’s opinion of the plan. If they don’t believe, they’re not going to swing for the fences.
    • Wrong is unable to produce agreement that their plan could work. Perhaps this is a failure of vision, a failure of communication, a failure of knowledge or experience. For whatever reason, the team has Capital C Concerns.
    • Right is able to produce that agreement, and the team more or less agrees with the approach that they suggest.

Now for the magic of social interaction... Easy-going trumps Right or Wrong.

  • Wrong and Difficult? Seems obvious that this leader is not going to have an easy time. Their idea is unpopular and so are they. If they don’t have the skills or temperament to change one of those things, a performance improvement plan can be expected. And since they’re not easy to get along with, they will need to do something drastic to impress everyone that they’re actually right.
  • Not like Right and Difficult has it much easier. Sure, the team agrees that the leader is heading the right direction, but every day is a struggle. Since it’s already a struggle to do things that are worth doing, struggling over mundane tasks like shared situational awareness is kind of a waste. The Right and Difficult leader may have the charisma to inspire followers to put up with their difficult behaviors (insert your favorite exemplar here), but it’s still an unnecessary self-own. Unless an unhealthy team dynamic is the goal of course.
  • But Wrong and Easy-Going? This leader’s team may well give them a pass. Even if they don’t think the plan is right, daily activities can proceed just fine and the boat is not rocked. Delay is a natural outcome, because there’s rarely pressure or challenge. This leader might be rotten, but it’s going to take an outside force (such as a leader from above or a customer complaint) to drive change.
  • Finally, the golden quadrant: Right and Easy-Going. Everyone’s happy and the project swims along until real life provides some objective feedback.

Relevant: Rands In Repose 


Saturday, January 16, 2021

Communication in Teams


Question: how should your team ensure that other teams know everything you’re doing so the organization is more efficient?

Answer: Use all of these tools.

  1. Push regular broadcasts of information (note that everyone will complain that the format sucks, the medium sucks, and the information that you provide is both too general and too specific)
  2. Provide a pull resource, such as the broadcast material in a shared location, and post links to it everywhere you can think of. (note that everyone will complain it’s badly organized and hard to use)
  3. Accept that some teams will continue to ignore and misinterpret (willfully or otherwise) all of this and do what they were going to do anyway.