It’s good to be able to stand on the shoulders of the outstanding people who have gone before. I’m lucky in having worked with some exceptional people in my engineering career.
That’s not the whole story. To appreciate the good, it’s necessary to experience the bad. There are a couple of people I’ve worked for, and with, who had less than admirable qualities. There’s no way that these experiences warrant the personal touch, naming names or pointing fingers. It’s only by standing back, taking time, letting water flow under the bridge that some behaviours become explainable.
Let’s face it, we are all subject to pressure, on occasions, and there are times when our reactions are not what we might have wished. That’s true of me as much as anyone. Here’s a one or two deidentified examples from the last 40-years of my work.
Hieratical management structures have inherent problems. A reports to B and B reports to C and so one. This way of working was atypical of large industrial organisations for a long time. Then the modern fashion for matrix management[1] swept in.
As a young engineer, working on a major project that involved several subcontractors, the love and terror of the Gantt Chart was familiar territory. This was especially true when key millstones involve an enormous number of components coming together at the same time.
Ever been in an important meeting where your boss throws you under the bus? Then having to pick-up, the pieces the next day. I suspect this is a common experience. The pressure of having to deliver something onetime, and to cost, and having said to the higher-ups that there were no problems, then human behaviour can become unreliable, to say the least. Naturally, after work experiences like this one, it’s easy to promise yourself that you would never do the same. Ho Ho.
Then there’s the case of the senior person who is wrong, or at least that’s what subsequent history showed, and you can’t convince them, at the time, to take a different approach. What makes this harder is knowing that they have the intellect to run rings around you, but they remain adamantly wrong. Times when, at the end of the day, you wander home grumbling like Muttley[2] the character in Wacky Races. Yes, I’ve done that after a few awkward moments.
To add a third one. A smart new boss takes over. A fresh broom with a reinstated mandate. Determine to fix all the things their seniors say needs fixing. Inevitably a period of uncertainty hangs like a mist over the whole organisation. During the first months, everyone has one question; am I part of the deadwood that needs trimming or am I part of the brave new future? My situation was of positivity, lashings of optimism and creative possibilities. Then the realisation kicks-in that this information gathering period wasn’t about renewal. It was about a person climbing the greasy pole.
I will always council against cynicism. Adopting a permanently pessimistic attitude to human behaviour is down-right foolish. Let’s hope this is confined to a few[3]. However, young people entering the world of work do need critical thinking skills, some knowledge of human behaviour and it never does any harm to add a bit of stoicism[4].
[1] https://www.indeed.com/career-advice/career-development/matrix-management
[2] https://wackyraces.fandom.com/wiki/Muttley
[3] https://hero.fandom.com/wiki/Marvin_the_Paranoid_Android