Daily Blah
My new boss has taken to holding daily production meetings each morning at 09:45. This is a meeting where the problems of the preceding 24 hours are discussed, and fingers are pointed, blame is apportioned, and cheeks turn red.
Whilst doing wonders for morale (as one might imagine) this meeting usually turns out to be a real set-to every day, with everyone squirming and writhing in their attempts to pass the buck and lie their way out of their responsibilities.
I won the Bullshit Bingo game three times last week.
Sergei
Whilst doing wonders for morale (as one might imagine) this meeting usually turns out to be a real set-to every day, with everyone squirming and writhing in their attempts to pass the buck and lie their way out of their responsibilities.
I won the Bullshit Bingo game three times last week.
Sergei
posted by therussian | 5/23/2005 07:38:00 AM
3 Comments:
Pah. Blame culture. Utter tosh, and short-sighted on anyone's part who implements such rubbish.
And yes, I would have said as much in the first, and each subsequent meeting.
I haven't changed much over the years...
I know I'm not the only one of us who has experienced something similar to the following. Shame, as it'd be nice to think that some companies have the ability to think, rather than just react.
A major crisis struck one of the companies listed on my CV.
It's all hands on deck, but rather than do the obvious - call in all the hard core techies and let them fix it, they decide to call in a handful of people - the ones who were on call rather than the ones who might actually have the skills to fix the problem.
This meant a fix would be slower.
But we didn't realise how much slower until the senior manager who decided his presence was important to "manage the issue" also decided that calling a meeting every hour for a progress report would be a good idea.
These meetings took at least 15 minutes, sometimes 30.
So yes. That means in an 8 hour day, this one manager achieved what I would have thought impossible - he reduced the amount of work any of us could achieve by between 25% and 50%.
What it took us 10 hours to fix...could have been done in (maybe, allowing for broken chains of thought) 5.
Genius.
Good thing it wasn't a business critical system.
Oh, it was.
I seem to recall a similar situation at a previous company also.
I also recall telling various managers to just bloody* well leave me alone to fix it instead of getting in the bloody* way.
* May not have been the exact word used, but you get the idea.
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