alt Hacker NewsBy building pain into the system. If your hands dealt with injury directly without sending pain signals up to your brain, you'd never change the behaviour that led to that harm or reconsider your priorities. Like it or not, sometimes the best thing for an organisation isn't to just fix every problem and prevent it from bubbling up; it needs to be treated like a learning opportunity for org leadership, which means sending the pain signals upward before just repairing it.
Building the right incentives around that can be tricky, those incentives need to ensure the highest levels of management aren't themselves disincentivising their directs & their departments from surfacing pain & problems - but it's also pretty common for people to mask those signals purely out of a well-intentioned desire to help. It's important to coach people on the idea that in large group sizes, it's more efficient to let certain kinds of problems play out and not be so reactive to them.
Too many companies ground their performance incentives & processes around oversimplified ideas that don't match the reality of human behaviour
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The Dunning Kruger effect suggests that the people who caused the pain are also those least likely to feel it.
The problem is it's systemic. Ultimately, pain needs to come from outside. As long as society rewards incompetence, we'll have incompetent organizations.
> By building pain into the system. If your hands dealt with injury directly without sending pain signals up to your brain, you'd never change the behaviour that led to that harm or reconsider your priorities.
I don't think that's it. Emergent problems require attention and action from leadership, who in turn can make the problem visible to higher ups. This creates signal, and positive feedback when the problem is fixed or mitigated.
If the problem doesn't exist to begin with, there is no signal. Managers don't get to show their fast-acting skills, and there are no heroics to speak of.
So ultimately poorly maintained and managed projects who deliver fixes for problems of their own doing create a perverse incentive, whereas no one is lauded or promoted for doing normal day-to-day things.
+10,000%
Often, 'leaders' make mistakes and people below suffer the consequences. It is important to let these leaders deal with the pain caused by their decisions from their cluelessness about how things work.