One of the things I hate about my current job is that it's impossible to do this.
Everything is locked behind multiple layers of permissions. It takes weeks to get the correct permissions set up even for my actual job (which I see any time changing roles here, or when onboarding new hires). Getting the permissions to jump in and improve some other part of the system that I don't officially own - even though I might get granted them if I ask nicely, because nobody knows who is actually meant to have what permissions - is so much higher friction than asking the "right" person.
Many many companies are like this. Most people are happy doing their very narrow range of things and put blinders on to everything else. They either don't have the time, interest, or energy to do more, and they learned to not really care what happens to the company beyond their own position... that's above their pay grade.
If you attempt to make it easier for yourself to do more, you might wear yourself out too. The organization has become a demoralization engine, and some can continue on this way for a very long time. Some people might even be frustrated that you're trying to do anything differently.
But sometimes you can make inroads, and you can make things easier for everyone. Through finding the right people to ask, you can start to document or at least remember how to avoid the friction, reduce it, and make things better.
dmurray · · focus · HN ↗
Everything is locked behind multiple layers of permissions. It takes weeks to get the correct permissions set up even for my actual job (which I see any time changing roles here, or when onboarding new hires). Getting the permissions to jump in and improve some other part of the system that I don't officially own - even though I might get granted them if I ask nicely, because nobody knows who is actually meant to have what permissions - is so much higher friction than asking the "right" person.
micromacrofoot · · focus · HN ↗
If you attempt to make it easier for yourself to do more, you might wear yourself out too. The organization has become a demoralization engine, and some can continue on this way for a very long time. Some people might even be frustrated that you're trying to do anything differently.
But sometimes you can make inroads, and you can make things easier for everyone. Through finding the right people to ask, you can start to document or at least remember how to avoid the friction, reduce it, and make things better.