'actual stupidity'... gotta love the general disdain of the 'run of the mill business drone'... It's funny my wife is a run of the mill business drone. She thinks IT is a bunch of assholes. I would say she is probably right. Way to keep things going.
and IT "assholes" think the run of the mill business drones are "assholes" as well. Their inability to be effective at their jobs tend to make IT lives worse because they can't understand what IT workers do but IT workers can understand what the basic run of the mill business drones do...and their work tends to be a bunch of pointless meetings.
Yeah, I work at a corporate office and have made it a mission to see what kind of work they do, and majority of the time...it's pointless meetings and meetings that involve pointing to IT workers and saying "do this". I check many of their daily schedules, and see what kind of stuff they talk about in meetings...just wow. Am I an "asshole"? Sure you can call me that, but I can call them useless in turn because I wonder how many more qualified people out there who can replace these workers.
> but IT workers can understand what the basic run of the mill business drones do...and their work tends to be a bunch of pointless meetings.
What an ironic comment.
Sorry, any early-career worker looking down their nose at anyone else (or pretending to have any idea what their job entails, especially because they “looked at a calendar”) might as well go back to middle school. They definitely need to grow up.
I find that a lot of engineers don't understand good communication, and definitely don't understand the value of relationships.
When I was really junior, I'd go to meetings and think that the vast majority of the time was wasted. As I became more senior, I realized that a lot of that wasted time is for providing context, relationship building, and alignment. You may not need those things for your current task, but your leadership and partner teams may need these things.
Yes, a lot of meetings could be emails, and a lot of meetings could be better run (agendas and objectives in the invite, action items assigned at the end), but unless you're working somewhere awful, most meetings probably have a reasonable purpose and aren't all filler. Lots of jobs require way more meetings, and probably aren't filled with context relevant to you.
Looking down on non-engineering positions is a personality trait I associate with inexperience. It's absolutely something I'd consider when denying a promo.
> When I was really junior, I'd go to meetings and think that the vast majority of the time was wasted. As I became more senior, I realized that a lot of that wasted time is for providing context, relationship building, and alignment. You may not need those things for your current task, but your leadership and partner teams may need these things.
100% agree. In early or IC roles, it's easy to think "just let me go do X" (or worse, "talking about X or Y is a waste of time when X is the obvious answer") without seeing the bigger picture that there's tremendous value in making sure other teams are aware of what X is, why it's important, and having a chance to weigh in or ask questions. Certainly there are valid complaints about some people's meetings, but those shouldn't overshadow the alignment/communication value meetings can have.
> I realized that a lot of that wasted time is for providing context, relationship building, and alignment.
A lot of that seems to be about office politics, which historically been something which engineers and office workers in general has disliked. It is a generally unhappy fact that relationship building and office alignments is what dictate who get promoted, who get raises, who get the desired assignments and who don't.
It might be true that those who refuse playing that game is associated with inexperience. In my experience, employees who get tired of it generally leave large companies, which leaves behind only inexperience employees or those who enjoy the game.
Looking down on, yes. Suffering nonsense meetings silently? No.
My entire point was that there is a major difference between the two & that while the instinct to look down on others for this organizational symptom is immature, it’s not unfounded or without basis to highlight the issue: they’re blaming the wrong thing however.
And I often find that in those types of meeting communication & relationship building is the absolute last thing that is happening. Most of these meetings are CYA, checklist, type meetings.
Meetings that literally only exist to allow someone to demonstrate they had a meeting about something.
Worse, the actual communication that is happening is usually in side channels.
I'm guessing you're junior, or you'd have more control over these meetings, or have the ability to decline ones that you believed weren't going to be good use of your time.
Having good meeting culture requires everyone involved to improve it. If you want meetings to be better, set them up, add an agenda and objectives, and run the meeting so that it's effective. If you can't run the meeting, if it doesn't have an agenda or objectives, ask the person who created it for them. Ask for action items at the end of the meeting, if no one is calling for them. If it's mostly status meetings, propose a better process to track and communicate status.
If you're working through side channels, you're part of the problem.
Calling people assholes, rather than improving the situation, is an indicator of inexperience.
Being proactive in changing the situation isn't toxic positivity, and being empathetic with folks in different jobs isn't toxic positivity either.
Assuming people are assholes, and blaming them for situations is just run of the mill toxic. Working through side-channels rather than addressing a problem is also run of the mill toxic.
Nah your stuff came across as blind tolerance which is just pointless unconstructive and solely to placate people's feelings (in such instances unjustifiable/irrational).
Just because Joe or Judy "feels" a certain way doesn't mean it should actually have bearing on anything. Really...
Enough placating those with the least logic and self control.
This attitude is the kind of engineer stereotype we can live without.
People's feeling matter in the long term, because it's the difference between them wanting to work with you, and them being forced to work with you. If I had to pick between a genius coder with awful people skills, and an average coder with exceptional skills, I'd essentially always pick the average one.
People's feelings about you are based on a series of accumulated interactions. You can't just "deal with it" later, because that's now how people work. This isn't like tech debt where you can accumulate some and then spend some timing working it down later. If you're consistently an asshole to people, it doesn't matter if you take a little time now and then to try to repair that. Good relationships require taking people's feelings into account and acting consistently.
The context of the discussion was accommodating feeling during meetings, right?
Well that's absolutely not the place for it.
If your little fee fees get hurt you keep it to yourself and focus on the task at hand. Then after the task is complete you either pull the offender aside to address the problem or you bring it to a superior to be addressed. It in no way should have any bearing on the work at hand.
> and IT "assholes" think the run of the mill business drones are "assholes" as well. Their inability to be effective at their jobs tend to make IT lives worse because they can't understand what IT workers
Have you ever dealt with an average IT department in a non-tech company? This attitude doesn't help anyone and I really want to believe that only a small minority of tech people think of any other worker anywhere as an "asshole".
I'm a Sr. SE at a large medical device company and can confirm that our IT dept is filled with assholes. We do everything we can to keep systems out of their hands because they are so difficult to work with compared to every other part of the company.
I get they have to deal with a bunch of technical inepts constantly falling for phishing attacks and occasionally teams will make outrageous requests to them that simply can't be done, but their attitude is terrible.
If you ask for something simple but "scary", like a firewall or internal network change, they will immediately assume you are just some idiot and speak dismissively to you in a very obvious manner. It's extremely frustrating because they won't even bother to read your emails that justify the change and will just invent some unrelated excuses about why they can't or say they will get back to you later (they don't).
Ironically the only way to get anything done through them is to have my team members create a bunch of duplicate tickets (1 per person), and schedule multiple pointless meetings with them that essentially just consist of me reading my emails to them out loud.
Non-technical teams in the company get the same treatment but lack the technical background to counter them. Frequently I've had team leaders come to me to get a second opinions on the stuff IT tells them and it bothers me how much they seem to clearly exaggerate the difficulty of things. To the point where I can't help but wonder if they are just pretending to know what they are doing, and use their better-than-you attitude to mask their own ineptitude.
So overall I feel the negative reputation of IT departments is earned.
> and it bothers me how much they seem to clearly exaggerate the difficulty of things.
Scotty Engineering principle at work. I'm no stranger to that, it's often enough the only strategy keeping higher management from completely swamping you with work.
It's not that it usually is the Scotty Engineering principle. It is more often a hedge against unforeseen complications, because if you give a realistic estimate that would be true for 90% of the tickets, the 10% will come to bite you. So to not get chewed up for providing realistic 90%-true estimates, you give 99.9%-true estimates that are far higher, but with just a .1% chance of being screwed instead of a 10% chance. Which is, at 10 tickets per day, getting chewed up daily vs. once every two weeks or so.
What are some typical everyday scenarios where this is applicable to a real business?
Please include all the steps that chatgpt would independently take, like deciding what meetings to schedule, attending them, and presenting at them for example, and specify who would verify chatgpt’s correctness.
Statistically speaking, assuming a normal distribution of intelligence, there is a specific percent where this generalization will start to apply.
Now, I don't know what is this percent, but let's give it a name: the ChatGPT percentile cut line.
My intuition says this line sits to the left of the median, so in a sense you are right, meaning that fewer than 50% of people have a measurable intelligence lower than this line.
However, it can also be higher than 5%, and this means many millions of people can be easily replaced by an automation tool, without any bad consequence.
