Truth: Organizations of more than three people want roles, not independent thought, because roles can be replaced and manipulated, which is more important in a big organization than getting a job done right.
Big companies want cogs. You hire interchangeable people who do very simple well defined tasks. If one leaves you hire someone else give them the ISO9000 job description and have the replacement up and working in a week. (after the 6 month hiring process)
A “master of all trades” is a threat to any large organization as you can not replace them easily. I had this issue at past jobs luckily I had a boss who knew how to balance the process vs my skills and I was essentially made into a one man prototype lab.
If you have one guy set up firewalls, wire the network, configure the server, write the application, and leave you have no one else who knows all the steps and at best you have to hire several people to replace the person who left.
It may seem silly but large companies/organizations want consistency over brilliance.
If you are hired as a contractor by a big company/agency they expect you to follow procedure. That means not building your own machine, not moving it from shelf 1 to shelf 2, etc. UNLESS that was what you were contracted to do.
Following process adds a lot of time, but some people working these governmental jobs are only comfortable with a single well defined task. If you comes in and do it all you are threatening the roles of other groups and probably skipping steps of documentation, communication, etc.
The larger a organization the more communication is necessary.
I can set up a new application server (including writing a basic application from scratch) in 3-6 months, but to communicate it and document it through a large organization will take several more months. The larger the organization the more communication and documentation that is required.
This is very frustrating, but if it is not documented and communicated then it may be duplicated elsewhere and then there are two applications to support instead of one. ^
Truth:Â creativity comes from a certain amount of external freedom, but a
larger amount of internal drive, and while it does not reward
day-to-day existence, it is where we get almost all of our real
lifestyle improvements.
In industry, it is common to see creative engineers working in their spare time, or working during evenings and weekends, on their “secret” project. If they asked their manager for authorization, the manager would likely say “No!”, so the creative people keep their project secret until it is completed or it becomes clear that their concept will not work. ^
Truth:Â when you want something to be done right, the only qualifier is the
intelligence and experience of the worker.
The key issue at play is that a great developer is streets ahead of a good developer in much the same way that a chess Grand Master is streets ahead of a Master.
It’s not just Mr Spolsky who says this, it’s a point backed up with solid research and a point that Steve McConnell makes in Code Complete. While others point to productivity gains, Joel also points out that great developers have other kinds of smarts too, and that this can pay off in ways unrelated to pure code quality.
Given the need to recruit the very few great developers out there, what is the best way of going about it? If these developers are that great, how is it that you can make them interested in the first place? How can you even get to them (placing ads online only nets thousands of CVs from not-great developers)? ^
Truth: Because of fear of its instability and replacement cost, companies prefer to hire tools or import tools, because they can easily manipulate them or replace them; they are afraid of hiring smart people because of the risk, and the risk of them leaving.
Countering claims that the United States is facing a critical shortage of skilled technologists, former IT professionals like Lovelace and Adler point to depressed wages and their inability to score even preliminary interviews as evidence that the market is already flooded. Yet at the same time, technology companies such as Microsoft, Google, and Oracle, asserting that their ability to function at full capacity is being hampered by the lack of qualified technologists, are furiously pressing Congress to allow more temporary high-tech workers into the country by raising the cap on how many H-1B temporary foreign worker visas are issued. Indeed, on the first day in April 2007 that H-1B petitions could be filed, the U.S. Citizenship and Immigration Services (USCIS) was overwhelmed with more than 150,000 petitions from employers hoping to snag some of the 65,000 general visas available for fiscal 2008. ^
Truth: Thinking in terms of cogs furthers central control. You say, and yes-people down the line repeat, but they fail to warn you when things aren’t quite working. This is why most dictators and CEOs fail. This phenomenon is bad enough in small business, but at the corporate level becomes insane because we don’t have just one layer of yes-people, but 100 layers.
Companies need to stop thinking about their developers as cogs in the machine. They are more akin to artists, authors, designers, architects, scientists, or CEOs. Would your HR department rush to find the first person who would willing to take on the role of Chief Scientist, Art Director, or CEO in your company? Of course not, theywould spend the time to do a through talent search for just the right candidate, court them, and then compensate them appropriately. They realize that having the wrong person in that seat is much worse thanhaving the seat empty. It is absolutely the same with programming. ^
Truth: Any group of people that has gone from youth to maturity to a moribund state will tend toward this construction, where it prefers manipulable people to independent thinkers and therefore, fails. Sometimes, this happens in dot-coms when they are startups, and sometimes only when they achieve near-monopoly status while maintaining a cult-like, religious atmosphere.
The five major measures of U.S. debt—from national to household—keep setting records, he observes in his section on “Borrowed Prosperity,” and the real estate boom spurred by the Federal Reserve, he argues, cannot continue. Phillips identifies the escalating clout of the financial services industry and suggests that Americans should emulate policies in Asia that encourage savings and in Europe that encourage manufacturing. The lesson of the past, he warns, is that intractable national issues “generate weak and compromising politicians or zealous bumblers.” A critic of the Bush family, Phillips sees little hope in Hillary Clinton. ^
I didn’t start this topic to be depressing. I wanted to show how the pressures of getting along as a group force mediocrity. A large corporation would rather hire cogs than experts. A government wants simple, predictable answers and not solutions. We’ve gotten too good as a species at playing the game and not good enough at looking outside of the box (thinking outside of the box is a misnomer, as once you get outside of the box normal thinking will work just fine).