Thread

1. cube00 · 1789928452 · focus · HN ↗

   I can't say I agree with forcing your team to use your own personal "framework" of approaching a problem or else you'll get "feedback".

   > Sometimes I will give feedback to people when they are missing steps in the framework, or are poorly executing some of the steps. I expect the same feedback in return.

   I also don't like that urgency is built in as the standard process either, no wonder everyone is burnt out.

   > 6. Act with urgency to achieve the goal

   1. CSSer · 1789930138 · focus · HN ↗

      But if you don't only surround yourself with people who think exactly like you, how will you ever recruit an army of yes men and women?

      1. nerevarthelame · 1789937515 · focus · HN ↗

         I'll rent an army of yes agents instead.
   2. adamsb6 · 1789931712 · focus · HN ↗

      It’s basically OODA loop, which is itself just as descriptive of how people act and adjust than it is prescriptive.

      How else would you describe iteratively solving problems?

      1. baxtr · 1789933071 · focus · HN ↗

         Interestingly enough the problem with most of problem solving is identifying the right problem to solve.

         It may sound weird but OODA starts making sense once you’ve identified the right problem to focus on.

         In its original definition it was based on dogfights. There, your problem is clearly defined.

         1. datadrivenangel · 1789933269 · focus · HN ↗

            and the fun question of how do you find good problems is very hard to systematize!
      2. knollimar · 1789938372 · focus · HN ↗

         These steps, but in many other arbitrary orders, some with feedback to previous steps
   3. jsw97 · 1789932003 · focus · HN ↗

      Acting with urgency is a bit at odds with discovering flaws in your plan. If you're sprinting you're less likely to notice smells and things that are inelegant, more likely to paper them over. That said, there is a time for urgency. Just not every single task.
   4. jstummbillig · 1789971445 · focus · HN ↗

      > I can't say I agree with forcing your team to use your own personal "framework" of approaching a problem

      Is that not prt of what leadership always is? It might be less explicit. People often don't write their process down. Things get more confusing because people don't understand what is being asked of them.

      But when is there ever no process that has to be followed? What leader lets people do whatever however and what's the role of that leader?

      1. nevertoolate · 1790017514 · focus · HN ↗

         It is called micromanagement when the boss tells you _how_ you should think. My approach is when leading a tech team to find together the things which should be done and find a method together to keep us on the path. Facilitation. Forcing decisions to be made. Keep quality high enough. Let people find what they enjoy doing and is useful. This is really basic and well known set of tools.

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