Parkinson's Law Doesn't Exist
Open Floor Plans Don't Help Programmers Flow
Hiring The Right People to Teamicide
- the best people will move to the new location.
- the rest don't have to face the fact they have been fired. Instead they can say "The company moved town."
- your competition will move in and hire these less desirables thinking they are getting a bargain.
- the new people at your new site are infused with enthusiasm because all they know are your 'best' people.
- Defensive Management
- Physical Seperation
- Fragmentation of people's time
- Quality of reduction of the product
- Phony deadlines
- Clique Control
- "Motivational" posters and awards
- Overtime causing undertime
- Internal team competition
- Annual salary/merit reviews
- Management by Objectives
Making Change Possible
The chapter opens with a quote by Steve McMenamin, of the Atlantic Systems Guild (the organization the authors are members of).
People hate change... and that's because people hate change... I want you to be sure that you get my point. People really hate change. They really, really do.
People don't react to change logically and very little 'logical argument' will help them. People react to change emotionally and the most likely result is going to be failure and ridicule from ones peers and sometimes by the people who instituted the change. The book also brings up the idea of Jerry Johnson, Menninger Foundation, that there is a continuum of ways people react to the change:
- Blindingly Loyal (Ask no questions.)
- skeptics (show me)
- passive (what's in it for me?)
- opposed due to fear of change
- opposed due to fear of loss of knowledge/power
- Militantly Opposed (Will Undermine and Destroy).